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Most leadership advice is based on anecdotes and common sense. Stanford professor Kathryn Shaw took a different approach: data-driven analysis. She discusses her findings with Beth Rimbet and Steve Hawk in a recent article in Stanford Business, and shares three important things that great bosses do differently.
Shaw’s research at Stanford Graduate School of Business (GSB) was in collaboration with a large tech company. She also looked at data from the Royal Bank of Canada (RBC) and Google. All three organisations collected and analysed data to try to quantify the impact of good (and bad) managers.