Hay Group pioneered – and continues to lead – the understanding of work and organizational context, an approach begun by founder Ned Hay. Hay Group’s McClelland Center, founded as McBer by David McClelland, continues to focus on human motivation, competencies and the importance of a leader’s self-image in his or her development.
Hay Group maintains strong relationships with key research partners, many of whom studied with McClelland, to further our understanding of how people’s workplace behavior and concerns impact on individual, team and organizational performance:
Daniel Goleman, author and co-founder of the Consortium for Research on Emotional Intelligence in Organizations Which behaviors make high performers stand out?
Daniel Goleman, internationally known psychologist and writer, studied with McClelland at Harvard. In his book Working With Emotional Intelligence Goleman surveyed studies of the competencies that distinguished outstanding performers in a large range of organizations, which resulted in the development with Hay Group of the emotional competency inventory. He co-founded the Consortium for Research on Emotional Intelligence in Organizations, catalyzing research on the contribution of emotional intelligence abilities to workplace effectiveness.
Richard Boyatzis, professor of organizational behavior at the Weatherhead School of Management at Case Western Reserve University
How do people become the best they can be?
Richard Boyatzis is professor of organizational behavior at the Weatherhead School of Management at Case Western Reserve University and a graduate student with McClelland. Boyatzis’ partnership with Hay Group and Goleman resulted in one of the most validated behavioral measures of emotional and social intelligence, as well as studies that demonstrate the relationship between these abilities and performance. He continues to research how people and organizations engage in sustainable, desired change, and publications include Primal Leadership: Learning to Lead with Emotional Intelligence with Daniel Goleman and Annie McKee.
David A. Kolb, founder of Experience Based Learning Systems, Inc., professor of organizational behavior at Case Western Reserve University
How does learning style affect performance?
David A. Kolb, experiential learning theory expert, is the developer of the Kolb learning style inventory (LSI), distributed exclusively by Hay Group. Founder of Experience Based Learning Systems, Inc., and a professor of organizational behavior at Case Western Reserve University, it was Kolb who first coined the term ‘learning styles’. His work puts the learner at the center of the process and explores what learning means in terms of how we communicate, solve problems, make decisions and manage conflict.
J. Richard Hackman, the Cahners-Rabb professor of social and organizational psychology at Harvard University
What makes a great team?
J. Richard Hackman is the Cahners-Rabb professor of social and organizational psychology at Harvard University, and one of the world’s leading experts on group and organizational behavior. His extensive research has identified the conditions that enable effective teams, resulting in the team diagnostic survey. Hay Group’s relationship with Hackman, which began in 1998, resulted in the publication of Leading Teams: Setting the Stage for Great Performances, and encompasses the distribution of the survey, and the collection and analysis of top team data. Hackman also co-authored Senior Leadership Teams: What it takes to make them great in 2007 with Hay Group.
Douglas T Hall and Kathy Kram, both professors at Boston University’s School of Management
What makes managers adaptable?
Douglas T Hall and Kathy Kram, both professors at Boston University’s School of Management, are researching the impact of career experiences on the development of adaptability in senior managers. As most organizations confront ‘adaptive crisis’, they need leaders who can help others to learn, manage uncertainty and face adversity with courage. Hall and Kram’s study of the careers of 47 high-level managers in a Fortune 100 company suggests that early exposure to senior level decision-making, rather than early responsibility for profit and loss, allows managers to develop the adaptability to adjust their tactics to the situations they face.
