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About one in four U.S. workers say it is likely that their job will be eliminated by new technology, automation, artificial intelligence or robots within the next 20 years.

There's no shortage of innovative ideas in the U.S. What the country really needs is more entrepreneurs starting new businesses.

News flash: Your team's chats around the water cooler aren't necessarily time wasters. Gallup research shows that socializing is good for your employees' wellbeing -- and your company's performance.

Innovation in the "new normal" will be the driver of organic growth. To build a culture that fosters it, an organization must hire for innovation talent, build teams that are diverse in talent, and fit individuals to the right role to drive success.

The most successful leaders in the future will understand their constituencies' state of mind, says Gallup CEO Jim Clifton. And state of mind is everything that matters to leadership: talent, innovation, entrepreneurship, creativity, optimism, determination, and all the other things that create economic growth.

Now is as good a time as any to be thinking about your personal brand identity. With so many people worrying about their real market value and millions looking for work, having a strong personal brand has become an urgent priority.

A gathering of UK executives stressed the importance of training and development through the economic downturn. The discussion encompassed key leadership priorities, such as skills required by employers now; development needs of the remaining workforce; and boosting engagement, retention, and motivation.

It's easy to cultivate a sense of doom at the moment, and there are ample reasons to give up hope. But business leaders should resist the tide of negativity, says a prominent psychologist. That's because hope serves a bottom-line business purpose.

Yes, it's possible -- even amid a full-blown economic recession in which massive layoffs, closing facilities, and declining profits are the norm. Here's how one hospital turned the budget over to its employees and reaped a windfall.

The vast majority of the German workforce is not engaged with its work. Though not a hot topic at last week's G-20 summit, this presents a serious threat to productivity -- and ultimately to Germany's gross domestic product.

With the enthusiastic support of Puebla's governor, this Mexican state's university for economic development is using an innovative MBA program to create a cadre of business leaders.

The factors that motivate China's executives and workers are no different from those that motivate any executive or any worker. So says Zhang Zhixue, an expert on Chinese business, who thinks Westerners are needlessly perplexed by China.

In this candid interview, a former CIA executive tells how bureaucracy and hierarchy undermine leadership and what can be done to create the government we need now.

Two researchers say that your tribe is more important than anything else at work. Here’s how companies can harness the power of that insight to understand and influence team performance.

Gerald Wagner has spent his career trying to understand decision making and decision makers. He has come to the conclusion that most businesspeople, in fact most people, don’t understand the rules of cause and effect as they apply to decision making. But he thinks he knows how to fix that problem.

Gallup's World Poll, the first of its kind, reveals new findings on the "great global dream" and how it will affect the rise of the next economic empire. Jim Clifton, Gallup's chairman and CEO, offers an in-depth analysis of the study's implications for leaders.

When an acclaimed Ritz-Carlton executive was named president and CEO of a luxury hospital, it sure caught the attention of the healthcare industry. In this interview, Gerard van Grinsven explains his controversial appointment, how he'll keep his hospital's rates at or below average, and why he thinks his hotel-like hospital is the model that will be emulated in the future.

Like many Asian banks, Siam Commercial Bank suffered tremendously during the 1997-98 financial crisis. But it managed not only to pick up the pieces and regroup -- it moved to the front of the pack. Here's that company's success story, which offers a model for any business going through wrenching, and possibly fatal, change.

Two leading researchers say that one way companies can increase employee and customer engagement is to develop market-oriented and learning-oriented cultures. Here are the findings of their extensive study.