Rituals—even seemingly silly ones—help employees bond and add meaning to their work, says research by Michael Norton, Francesca Gino, and colleagues. After two years of pandemic disruption, who wouldn't welcome a workday pick-me-up?
The pandemic forced many physicians to become supply chain experts and strategic planners. Robert Huckman and colleagues offer a roadmap for teaching doctors the management and leadership skills they need—before the next public health crisis
Transforming an organization starts with transforming its leaders. Data from 1,700 executives by Linda Hill and colleagues reveals the most important skills and traits leaders need now
It's not about the bigger home or the better vacation. Financial stability helps people escape the everyday hassles of life, says research by Jon Jachimowicz
Want more organizations to give back to their communities? Frank Nagle says the success of open source software offers an innovative—and unexpected—roadmap for social good
Self-improvement doesn't need to be painful, especially during a pandemic. Rather than set yet another gym goal, look inward, retrain your brain, and get outside, says Hirotaka Takeuchi.
Like parents, leaders must know when to impose control and when to step back. Ranjay Gulati reflects on the benefits of authoritative leadership, and what it takes to achieve it
Too many companies fail to see the potential of their best middle managers—and lose them to other firms. Hise Gibson and Shawnette Rochelle offer a framework for helping these promising leaders grow
Investors may rely too heavily on a financial measure that no longer reflects the economic fundamentals of modern business. What should investors do? Research by Charles C.Y. Wang and colleagues
Many leaders see teams as collective units, but helping individual members reach their potential—personally and professionally—can open new opportunities. Ranjay Gulati looks at the philosophy of famed football coach Pete Carroll.
Many companies want employees back at desks, but workers want more flexibility than ever. Tsedal Neeley offers three rules for senior managers trying to forge a new hybrid path