Creating unique and highly relevant Asian focused research is central to our core activity. Its findings power our programmes and advisory services with contextually relevant solutions and distinctive content.
The Asian Leadership Index research explores followers’ expectations of their leaders in 18 Asian countries. Through high-touch interviews, we asked approximately 4000 employees in companies operating across Asia-Pacific to describe what matters to them in an ideal leader and what is missing from the leaders to whom they currently report to.
Staying the course in the face of resistance, unpopularity and loneliness requires tremendous inner strength. This strength is the fuel that keeps real leaders from giving up, and we call it Leadership Energy. We asked 10,000 randomly selected people from 27 countries to answer three questions about leadership and personal success. Next, we asked the same three questions to about 500 people whom we had educated on leadership energy and its three sources via a two-day conference. Our goal was to see if those with a bit of context and education would answer the questions differently compared to the randomly selected survey respondents without context or education. The essence of this research is captured in the article entitled, Quantum Mechanics, Spirituality and Leadership.
Is a leader’s job simply to please employees? Are all employees the same, and should each employee’s opinion count equally? Are current methods of measuring engagement really effective, and is the data even useful? Is there more to leadership than managing employee engagement? To answer these questions, Iclif in its latest study takes a differentiated perspective to the conventional concept of employee engagement. A distinct element of this engagement study is that it will segment the views of followers along the performance bell curve recognising that the needs of high performers, average performers and low performers will vary. We believe that identifying the needs of the specific categories is essential given the 80: 20 rule in most organizations, where 20% of people produce 80% of results. Additionally, the study will provide insight into leader’s expectations of followers and uncover the sources of motivation for performance at the highest level. It also investigates the need for a certain amount of bold, tough and sometimes top down leadership in achieving breakthrough success.
This study reviews the corporate governance practices of 50 of the largest public listed Asia-Pacific insurance companies by market capitalisation. The report provides practical recommendations for improving the insurance sector corporate governance practices.