All articles published by MIT Sloan Management Review online and in print.
How Diversity Can Boost Board Effectiveness
The CARE model is a road map for increasing diversity among organizations’ board members and assessing boards’ impact.
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.
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.
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.
Cracking the Culture Code for Successful Digital Transformation
Leaders can successfully execute a digital transformation by achieving cultural balance between continuity and change.
Leading Change Means Changing How You Lead
Contextually effective leadership comprises three key elements — map, mindset, and message — that drive desired change.
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.
What Employees Need to Hear From Leaders in Times of Crisis
During a crisis, employees need frequent, honest communication from organizational and team leaders.
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.
The Two Roles Leaders Must Play in a Crisis
Disaster managers must be sufficiently flexible to meet stakeholder expectations, depending on the situation.
