Workplace, Teams, & Culture

Culture change starts with new actions, not with business leaders identifying or articulating a desired culture.

When managing a merger, pay attention to political disparities.

Female executives can command bigger pay increases than men by switching jobs.

Evaluators can be nudged to make less biased decisions in hiring and other contexts.

Early analysis suggests that three networking behaviors can drive inclusion in organizations.

Companies have a unique opportunity to rebuild employees’ social connections when they return to in-person work.

Help your team become more capable and productive by encouraging key behaviors and mitigating risks.

Leadership Collection How can managers establish a framework for productive teamwork — one in which team members can work together with enthusiasm? This collection of articles from MIT Sloan Management Review examines how to build teams that utilize each member’s talents, play to team members’ strengths, and help the company prosper.

Leadership Collection Emotional intelligence — self-awareness, emotional self control, and empathy in relationships — is a critical factor in leadership. This collection of articles from MIT Sloan Management Review looks at ways that emotionally intelligent leaders read their workforces, create meaning in the day-to-day experience, and make it safe for employees to share problems or ideas.

To prosper in a dynamic business environment, leaders must change their approach to rule-making and adherence.