Leadership

Leadership Collection The digital world presents new challenges for every organizational leader. Do you fold digital capacities onto your organization, or do you remake the business entirely? This collection of articles from MIT Sloan Management Review examines how executives are responding today — and the ways they can be smarter in the future.

Leadership Collection Not every leader is wildly charismatic or cut from the same cloth as other leaders in the organization. This collection of articles from MIT Sloan Management Review examines the ways leaders can turn their weaknesses into strengths, overcome their personal deficits, and position themselves to stay ahead of the curve.

Leadership Collection How can leaders increase their odds of being influential within their organizations and out in the external world? This collection of articles from MIT Sloan Management Review examines the ways executives can increase their influence by sharing their power and listening more, manage the data and bots that are managing their businesses, and use Twitter and social media to shape the conversation about their companies.

Leadership Collection Leaders have to be strategists, negotiators, and visionaries. This collection of articles from MIT Sloan Management Review looks at the particular challenges of keeping an organization’s vision on track across business units when there’s dissent among the ranks and when momentum starts to flag.

MIT SMR and Deloitte’s 2018 global executive study and research report investigates how born-digital and legacy organizations alike achieving digital maturity through continuous learning.

The seductive clamor of social media is a workplace reality from which there’s no retreat. Those who’ll succeed in this distraction-filled world as managers and innovators must combine two seemingly opposing traits: They must to be able to absorb information from many sources and to focus intensely.

Researchers have identified six distinct mindsets that contribute to leaders' portfolio of leadership styles by asking one simple question: Whom do the leaders serve? Identifying these mindsets can help companies recognize how the leader's styles are helping — or hurting — their performance.

To prevent email from feeling like a burden, teams should develop shared practices to enable it to help — not harm — employee productivity. This begins by developing an understanding of the relative effects of congruent vs. incongruent messages.

Virtual reality is used today for job training, but that’s just the beginning. In a Q&A, Jeremy Bailenson, a leading expert in virtual reality, says that VR has the potential to be a much-improved video conference tool — one that’s good enough to reduce our need to commute. What Bailenson calls "avatar-based communication," with eye contact and facial expressions, has the potential "to create the intimacy and non-verbal behavior that you get face to face."

Scientific evidence demonstrates the value of feedback and ratings for performance. But HR is moving away from traditional performance reviews because managers and employees say they don’t like them. It’s a mistake that will backfire.