All articles published by MIT Sloan Management Review online and in print.
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How Diversity Can Boost Board Effectiveness
The CARE model is a road map for increasing diversity among organizations’ board members and assessing boards’ impact.
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From Glass Ceilings to Glass Cliffs: A Guide to Jumping, Not Falling
Minorities offered a leadership role during a crisis must weigh the opportunity against the increased risk of failure.
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The CEO Is Leaving. Now What?
Craft a plan for the last 100 days before a CEO’s departure to ensure a smooth leadership transition.
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Building the Cognitive Budget for Your Most Effective Mind
Cognitive budgeting can help employees at all levels be more intentional about where they direct their mental energy.
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Cracking the Culture Code for Successful Digital Transformation
Leaders can successfully execute a digital transformation by achieving cultural balance between continuity and change.
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Leading Change Means Changing How You Lead
Contextually effective leadership comprises three key elements — map, mindset, and message — that drive desired change.
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Boomerang CEOs: What Happens When the CEO Comes Back?
A comparative investigation of boomerang and non-boomerang CEOs reveals some nonobvious insights and critical implications for leaders.
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What Employees Need to Hear From Leaders in Times of Crisis
During a crisis, employees need frequent, honest communication from organizational and team leaders.
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How to Reduce the Risk of Colliding Change Initiatives
New research points to consistency as a pivotal success factor when companies launch concurrent change initiatives.
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The Two Roles Leaders Must Play in a Crisis
Disaster managers must be sufficiently flexible to meet stakeholder expectations, depending on the situation.