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New research on business leadership from Harvard Business School faculty on issues including skills development, authentic leadership, and creating value.
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The New CEO’s Wrong Message

by Michael E. Porter, Jay W. Lorsch & Nitin Nohria

Any new CEO who tries to wield power unilaterally will pay for it, according to Harvard Business School professors Michael E. Porter, Jay W. Lorsch, and Nitin Nohria. An excerpt from Harvard Business Review. Closed for comment; 0 Comments.

Planning for Surprises

by Martha Lagace

A company doesn't need a crystal ball to see impending disasters. Harvard Business School professor Max H. Bazerman and INSEAD professor Michael D. Watkins explain how to foresee and avoid predictable surprises. Closed for comment; 0 Comments.

IBM Finds Profit in Diversity

by David A. Thomas

Former CEO Lou Gerstner established a diversity initiative that embraced differences instead of ignoring them. In this Harvard Business Review excerpt, professor David A. Thomas describes why IBM made diversity a cornerstone strategy. Closed for comment; 0 Comments.

How Leaders Build Winning Streaks

by Rosabeth Moss Kanter

Confidence is infectious, says HBS professor Rosabeth Moss Kanter, author of Confidence: How Winning Streaks and Losing Streaks Begin and End. In this excerpt, she explains how leaders must bring out the best in others. Closed for comment; 0 Comments.

A Better Way to Negotiate: Backward

by James K. Sebenius

"When you map a negotiation backward, you envision your preferred outcome and think in reverse about how to get there," says Harvard Business School professor and negotiation specialist James K. Sebenius. From Negotiation. Closed for comment; 0 Comments.

How Important are Big Ideas?

by James Heskett

A couple new books, including most controversially Does IT Matter? focus on sources of competitive advantage. Are management concepts on their own the best way to compete? And, does it matter that new concepts—and their guru practitioners—seem to come from the U.S.? Closed for comment; 0 Comments.

How Team Leaders Show Support–or Not

by Martha Lagace

What does a team leader do so that employees know they are being supported? A Q&A with HBS professor and creativity expert Teresa Amabile about new research. Closed for comment; 0 Comments.

Becoming an Ethical Negotiator

by Martha Lagace

Think you negotiate fairly? Harvard Business School professor Michael Wheeler and colleague Carrie Menkel-Meadow have co-edited a new book, What’s Fair: Ethics for Negotiators. Here’s a Q&A. Closed for comment; 0 Comments.

Waking Up a Sleeping Company

by Bill George

What do you do when you’re the new CEO and your employees tell you, "But that’s the way we’ve always done it"? An excerpt from Bill George’s new book, Authentic Leadership. Closed for comment; 0 Comments.

What Great American Leaders Teach Us

by Sean Silverthorne

A new database on great American leaders offers surprising insights on the nature of leadership. A Q&A with Tony Mayo, executive director of the Harvard Business School Leadership Initiative. Closed for comment; 0 Comments.

Six Ways to Build Trust in Negotiations

by Deepak Malhotra

All negotiations involve risk. That’s why establishing trust at the bargaining table is crucial. Professor Deepak Malhotra presents strategies to build trustworthiness. From Negotiation. Closed for comment; 0 Comments.

Secret to Success: Go for “Just Enough”

by Laura Nash & Howard Stevenson

Being the very best in your chosen field is, paradoxically, a matter of accepting your limitations. A book excerpt by Harvard Business School’s Laura Nash and Howard Stevenson. Closed for comment; 0 Comments.

Got a New Strategy? Now Make it Happen

by Michael Beer & Russell A. Eisenstat

Many strategies never take off for lack of honest discussion, say Harvard Business School's Michael Beer and co-author Russell A. Eisenstat. A Harvard Business Review excerpt. Closed for comment; 0 Comments.

Leadership: A Matter of Sustaining or Eliminating Groupthink?

by James Heskett

Fighting groupthink is probably just as worthy an endeavor as attaining "buy in." But what are the risks for the leader and his or her subordinates? What has worked for you? What hasn't worked? Closed for comment; 0 Comments.

Where Does Apple Go From Here?

by Sean Silverthorne

Macintosh market share continues to decline, but the iPod and iTunes are hit products. Where does Apple Computer’s future lie? An interview with HBS professor David Yoffie. Closed for comment; 0 Comments.

Why Negotiation is Like Jazz

by Kathleen L. McGinn

Negotiation is improvisational—demanding quick, informed responses and decisions. Professor Kathleen L. McGinn lays out the score in this article from Negotiation. Closed for comment; 0 Comments.

Is That Really Your Best Offer?

by Michael Wheeler

In this article from Negotiation, HBS professor Michael Wheeler describes six "tells" of the bargaining table. Closed for comment; 0 Comments.

Negotiating Challenges for Women Leaders

by Martha Lagace

When negotiating compensation, women often sell themselves short. Some practical advice on claiming the power to lead in this interview with HBS professor Kathleen L. McGinn and Harvard's Hannah Riley Bowles. Closed for comment; 0 Comments.

Understaffed and Overworked: What Now?

by Paul Michelman

When resources are scarce, you need a plan for managing your career, your team, and even your boss. Here's what works: balance, focus, and effective communication. Closed for comment; 0 Comments.

Are You Supporting Your B Players?

by Martha Lagace

B players are the heart and soul of top organizations, says HBS professor Thomas J. DeLong. Here’s why—and what you can do to manage B players better. Closed for comment; 0 Comments.