• Faculty & Research

    Knowledge creation on China, from proven China experts.

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  • Faculty & Research

    Knowledge creation on China, from proven China experts.

    386
  • Faculty & Research

    Knowledge creation on China, from proven China experts.

    386

Leadership Behavioural Laboratory

Welcome to the homepage of the Leadership Behavioral Lab at the China Europe International Business School, Shanghai, China.

The Leadership Behavioral Laboratory is designed to facilitate leading-edge research and teaching on issues that affect individual or organizational performance. It serves as a focal point for behavioral research in leadership and organizational behavior.

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The Behavioral Laboratory 

 

The Behavioral Laboratory consists of two rooms, each equipped with a large one-way mirror and an array of audio and video equipment, offering a dedicated site for behavioral experiments and scenario simulation.
 
The labs accommodate research and teaching on group activities such as boardroom discussions, negotiations and decision making, human interactions and team conflict resolution, and communication patterns and behaviors in teamwork.

The Behavioral Assessment

 

The Behavioral Assessment is designed to meet the needs of organizations and individuals who wish to develop leadership capabilities in organizations or move into leadership roles.  The LBL will provide services and tools in personal assessment inventories, personality profiles, team and organizational assessments, and behavioral simulation.

The Behavioral Assessment offers a learning experience designed to provide both the individual and the organization with critical information about the strength of its leadership and business skills. For an individual, a structured leadership assessment experience offers an opportunity to demonstrate skills and capabilities in a challenging environment and to receive feedback on that performance. For the organization, this process provides an accurate, independent assessment of the talent pipeline, a tool that will be invaluable to the organization's individual and organizational development efforts.
The Behavioral Assessment provides a more effective tool for evaluating the skills and abilities needed to fill leadership positions than by simply conducting interviews. The assessment provides an opportunity to see leadership candidates in action.

The Behavioral Assessment consists of personality and aptitude assessments, structured exercises and 360 degree feedback. The core of the assessment process is a simulation, which provides an opportunity to observe candidates while they work in a team to solve problem, develop ideas and make decisions that will control the destiny of their simulated business as it competes in a virtual market. The simulation requires participants to demonstrate a range of skills including strategic thinking, business acumen, team leadership and interpersonal expertise. These observations, along with tests and work measures, become the basis for an overall assessment of a participant’s strengths and development needs.

In addition to the expert facilitator's feedback, participants also provide input for each candidate and they are encouraged to spend time observing each other's performance in the team-oriented exercises. This allows participants to not only receive feedback, but to practice giving feedback as well, making it a richer learning experience. Research and practice reveal that the best way to develop one's skills is to provide feedback on how well they perform on a variety of challenging tasks, thus promoting personal insights.

  • For the Individual Participant
    Whether you are a leader of thousands; a supervisor of a few; or an individual contributor; the Leadership Assessment Center provides you with a snapshot of skills, abilities and personal characteristics. This will serve as a foundation for developmental planning and is achieved through:
    Comprehensive, integrated feedback.
    A report that summarizes results from activities and offers recommendations for ongoing development. 
    A comprehensive 360 degree feedback report summarizing how others perceive the participant's skills and abilities.
  • For Organization
    The assessment center also provides a solid foundation for individual development and succession planning efforts and may be customized according to unique organizational needs. This is achieved through:
    A summary report on each participant detailing their strengths and development needs. 
    An evaluation of each participant on each of the organization’s key competencies. 
    A talent management roll-out that shows where leadership strengths and development needs are the greatest within the organization.
    At a time when organizations have limited resources for identifying and developing their talent pipeline, the Behavioral Assessment offers the greatest return on investment. By providing specific, actionable evaluations and feedback, developmental activities can be targeted to skills that will make the greatest difference in the success of both the individual and the organization. The result is a process that will build on itself, year after year, as the organization continues to develop and grow a supply of tale.

 

Behavioral Training

"Interpersonal communication and other so-called soft skills are what corporate recruiters crave most but find most elusive in MBA graduates"– Wall Street Journal Online
Acquiring and developing proficiency with interpersonal dynamics requires more than simply reading a book or attending a lecture. A recent Harvard Business Review article states that "when the skills to be learned involve interpersonal relations – learning by doing with feedback from a knowledgeable coach/facilitator – creates deep understanding." The Behavioral Laboratory provides a learning environment where context-specific responses and feedback are possible. Since its establishment, the Lab has been incorporated into the EMBA business simulation model, the MBA teamwork and leadership workshop, as well as Executive Education programs.
"Using the Behavioral Lab gave people a deeper, better and true understanding of themselves", said Chen Dan, an Executive MBA student.

Behavioral Research

Increasingly, researchers realize the limitations of purely economic models to predict how businesses operate and how people behave. The interest in the behavioral or psychological aspects of businesses has grown significantly in the past few years. An on-site behavioral laboratory is a competitive requirement for any top business school. The lab serves as a powerful research resource in behavioral and on-line research, bringing together academic and industries with varied behavioral interests.

Online Survey
More Details


Study 1  - How Leaders Become Leaders?
Collaboration between Leadership Behavioral Laboratory and Center for Creative Leadership (CCL) , Lessons of Experience (LOE) in Asia explore the career and life experiences that shape leadership development in India and China. The study builds on more than two decades of original CCL research with thousands of leaders and companies from around the globe. The main objective is to study how the life experiences shape leadership development; to analyze the influencing styles of the event on leadership; to address the following questions: what are the processes by which executive learn, grow and change over the course of their careers? What factors differentiate successful executives from those who derail at senior levels? More than 20 big size companies will participate in this study. A sample of 10-15 senior executives will be interviewed face-to-face in every organization.
Invitation Letter
Confidentiality and Privacy Statement

Study 2  - The Impact of Status on Quality of Social Interactions
The goal of this research is to examine and provide knowledge about factors that have profound influence on the quality of social interactions at work.
Many of the social interactions involve three broad categories of factors: One is the outcomes people receive, such as the amount of annual increase employees get from the company, or the profit people generate from the contract with the client. The second factor in most interactions involves the process that people experience with. For example, whether the representative from the other department treats us with dignity and respect in the interaction, or follows the procedures/policies set up by the firm. The third important factor in social interactions is relative status of the people involved. Status differences permeate organizational lives. The people with whom we interact include higher status others (e.g., our supervisors, or colleagues from a more influential department), equal status others (e.g., peer group in the same department), or lower status others (e.g., our direct reports/administrative assistants, or colleagues from a less influential department/division). The current study is to examine how these various factors independently and in combination affect the overall quality of social interactions among employees at work.
 
This research is a collaboration with Professor Ya-Ru Chen at Rutgers Business School and Professor Steve Blader at Stern School of Business of New York University.

Study 3 - Impact of Leadership on Team Performance
 
Escalating trends of globalization and fast developing Chinese economy have made team-performance management more challenging. There has been an increasing acceptance of the proposition that leadership is a significant factor in the success of team performance. But different leadership styles have different effectiveness. So what is the result of empowering leadership on subordinates and team's performance? Is the relationship different in teams with different team identity? And is the influence mediated by subordinates' psychological empowerment? To know the mechanism of leadership on performance through Situational factors is valuable for organizational managers to lead their team. So the goal of this research is to examine and provide knowledge about how leadership has profound influence through other variables on the performance of subordinates and team at work. So the objectives of the study are:
-to study the leadership behavioral characteristics of Chinese executives;
-to analyze the influencing styles of the leadership of Chinese executives;
-to research on leadership effectiveness on group dynamics and team performance in Chinese organizations;
-to research and analyze the context and individual factors that may influence the effectiveness of various leadership styles.
Behavioral Lab Simulation and Leadership Assessment Questionnaires will be selected in the study.
EMBA students participating in the Behavior Simulation is the target sample group. Behavioral simulation and scenario will be planned. Questionnaire survey and relevant data will be collected from the respondents' organizations

Study 4  - Lessons of Experience for women leaders in China
This research aims to reveal the internal world, successful factors, multiple roles that they have to play, unique charms and exceptional organizing and managing abilities of women entrepreneurs to help Chinese women managers realize their own potentials, develop a broad world view and find a suitable career path in the context of globalization.
20 case studies of successful women executives in China will be conducted.

Associations

 

The Center for Creative Leadership (CCL®) is the leading nonprofit institution dedicated exclusively to leadership. CCL integrates cutting-edge research with innovative training, coaching, assessment and publishing to create proven impact for leaders and organizations around the world.

Global Talent Development Center (GTDC) is more than a training organization; we aim to become a trustworthy partner for you and your company in helping you meet the challenges of managing across cultures. We do our utmost to provide you and your company with an intimate professional network to link leaders and great ideas. Our work includes information-packed seminars, specially-designed programs, comprehensive research material, and social networking events to aid you in your own professional endeavors in today’s fast-paced global economy.

Contact

 

If you are interested in our lab, welcome to visit our website at http://www.ceibs.edu/leadership-behavioural-laboratory

The Leadership Behavioral Laboratory is directed by Professor Jean Lee.
   Professor Jean Lee jeanlee@ceibs.edu