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New research on business leadership from Harvard Business School faculty on issues including skills development, authentic leadership, and creating value.
← Page 17 of 337 Results

The Quiet Leader—and How to Be One

by Martha Lagace

Think of a business leader and who comes to mind? A brash type like Jack Welch? But real leaders solve tough problems in all kinds of ways, and often quietly, says Harvard Business School's Joseph L. Badaracco, Jr. Closed for comment; 0 Comment(s) posted.

Manager or Mentor? Why You Must Be Both

by Martha Lagace

In a frank discussion on diversity with a large group of Harvard University managers, HBS professor David A. Thomas explains why managers need to do more than just mentor. Open for comment; 0 Comment(s) posted.

What You Don’t Know About Making Decisions

by David A. Garvin & Michael A. Roberto

As you weigh the options for your company's next step, how do you decide which way to turn? HBS professors David A. Garvin and Michael A. Roberto offer some tips in this excerpt from Harvard Business Review. Plus: Q&A with Garvin and Roberto Closed for comment; 0 Comment(s) posted.

Rethinking E-Leadership

by Melissa Raffoni

Old-school leadership practices are back in the spotlight, according to consultant Melissa Raffoni. The boisterous dot-com style has died down, she writes in this Harvard Management Update article, and now it's time to air out the tried and true. Closed for comment; 0 Comment(s) posted.

Do You Have Change Fatigue?

by Nick Morgan

Many corporate change efforts are greeted with rolling eyes from employees. Harvard Business School professors David Garvin and Rosabeth Moss Kanter help identify the keys to a successful company transformation. Closed for comment; 0 Comment(s) posted.

The Negotiator’s Secret: More Than Merely Effective

by James K. Sebenius

What turns merely effective negotiators into all-out expert negotiators? The ability to overcome six common mistakes, according to HBS professor James K. Sebenius. In this excerpt from the Harvard Business Review, he describes one of the most glaring. Closed for comment; 0 Comment(s) posted.

Why Leaders Need Great Books

by Martha Lagace

How do leaders get to be leaders? HBS professor Joseph L. Badaracco Jr.'s remarkable course uses works of literature instead of case studies to teach leadership. Find out what’s on his reading list. HBS Working Knowledge series on leadership and great books.--> Closed for comment; 0 Comment(s) posted.

From Tigers to Kaleidoscopes: Thinking About Future Leadership

by Martha Lagace

What's up for leaders next year and in the next century? HBS faculty members Linda A. Hill, Christopher A. Bartlett, and Rosabeth Moss Kanter offer new insights in Management 21C: Someday We'll All Manage This Way, a new collection about 21st century leadership. Closed for comment; 0 Comment(s) posted.

What Makes a Good Leader?

by Deborah Blagg & Susan Young

Leadership comes in many shapes and sizes, and often from entirely unexpected quarters. In this excerpt from the HBS Bulletin, five HBS professors weigh in with their views on leadership in action. Closed for comment; 0 Comment(s) posted.

Evolving for Success [Part Two]

by Staff

Grappling with rapid change is one of the greatest challenges facing companies now, says HBS professor Rosabeth Moss Kanter. She tells how companies can forge ahead in part two of an interview about her new book, Evolve!:Succeeding in the Digital Culture of Tomorrow. Closed for comment; 0 Comment(s) posted.

Evolving for Success [Part One]

by Staff

In part one of an interview about her latest book, Evolve!: Succeeding in the Digital Culture of Tomorrow, HBS professor Rosabeth Moss Kanter talks about how companies can get ahead, now and in the future. Closed for comment; 0 Comment(s) posted.

Under the Magnifying Glass: The Benefits of Being a Case Study

by Martha Lagace

What is it like for a company to go under the business school magnifying glass? According to executives from four Latin American enterprises that have been the subject of case studies at HBS and elsewhere, the process is both nerve-wracking and intensely enlightening. While case studies may be a great way to educate students in an MBA classroom, they said, their companies discovered unforeseen advantages for themselves, as well. Closed for comment; 0 Comment(s) posted.

The Emerging Art of Negotiation

by Martha Lagace

A negotiation is rarely open-and-shut, but research is starting to reveal a number of ways that this complicated and often-volatile process might go a lot better for all concerned. HBS Professor Kathleen L. Valley, HBS Senior Research Fellow Max H. Bazerman and two colleagues point the way toward a new understanding of the psychology of negotiation. Closed for comment; 0 Comment(s) posted.

Leading Professional Service Firms

Re: Jay W. Lorsch

Firms in the $80 billion professional services industry all face the same fundamental challenge: aligning their most valuable assets—the talents of their employees—with the strategy and organization of the firm. In this interview, HBS Professor Jay Lorsch, chair of the Executive Education program Leading Professional Service Firms, discusses the role these firms play in the world's economy and the keys to their success. Closed for comment; 0 Comment(s) posted.

What’s Next & So What? Leading in the 21st Century

by Staff

Efficient, restructured, and reengineered organizations may have been good enough to succeed in the 20th century, say John Kotter and Gary Hamel, but organizations that want to compete in the next century need to develop the leadership and innovation to change the marketplace. Closed for comment; 0 Comment(s) posted.

Building Bridges: New Dimensions in Negotiation

by Anita M. Harris

How does a master negotiator negotiate? HBS Professor James Sebenius, founder of the school's Negotiation Unit, frames options in such a way that "what you choose in your perceived interest is, in fact, what I want." How does he accomplish this? Through what he calls "three-dimensional negotiation:" persuasion at the bargaining table; delving into the deeper interests that underlie the parties' positions; and a studied determination of whether to take the deal on the table or to walk away. Closed for comment; 0 Comment(s) posted.