As more and more companies opt for flatter, less hierarchical management structures, many are encouraging “informal leaders” — that is, employees who emerge as unofficial leaders within their peer groups. But what impact do those informal leaders have on their superiors who are legitimately in charge? According to a new study from the UBC Sauder School of Business, they can trigger downward jealousy — especially when they are competent.

A new study reveals that people are far more emotionally affected by anticipating negative future outcomes than by imagining positive ones, helping to explain why many individuals avoid uncertainty and prefer decisions to be resolved sooner rather than later.

Loneliness is a common problem among students. However, encouraging students to socialise at an early stage can improve the well-being of this group. This is evident from an experiment with a new preventive intervention developed by researchers at Radboud University. Their findings are published today in economics journal ESB.