Harvard Business School
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Micromanagers in the making? Why salespeople struggle to lead
When salespeople become managers, they often do a horrible job. Four key steps can help them—and all soon-to-be managers—make the shift
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The Ferrari way
Secretive sports car maker Ferrari opens up to Stefan Thomke about how it has bucked industry trends to achieve success.
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Stuck in commuter hell? You can still be productive
Commuters who listen to music or browse social media might be increasing their chance of a stressful workday. Research by Francesca Gino and colleagues offers better ways to cope with a bad commute
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Seven Negotiation Lessons from Amazon's HQ Disaster in Queens
After a lengthy courting process, Amazon thought its plan for a New York HQ campus was in the bag. But the company failed a primary goal of negotiations, says James Sebenius
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How gender stereotypes kill a woman's self-confidence
Researchers believe gender stereotypes hold women back in the workplace. Katherine Coffman's research adds a new twist: They can even cause women to question their own abilities
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What football firings teach managers about staying relevant
Many executives are confident they can retain their skills over time. Experience shows they are wrong
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These 4 CEOs created a new standard of leadership
At the height of the 2008 financial crisis, these four corporate leaders stepped forward—and changed how we think of leadership forever
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Everyone knows innovation is essential to business success-except board directors
In a recent survey of 5,000 board members, innovation was not ranked high on their list of priorities. What are they not seeing? ask Boris Groysberg and Yo-Jud Cheng
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Why managers should reveal their failures
If you want to get your messages through to employees, be ready to confess your own management shortcomings, counsels Alison Wood Brooks.
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'Always on' isn't always best for team decision-making
Is it possible for teams to communicate too frequently? Research by Ethan Bernstein and colleagues suggests that groups that meet less often may be better at problem-solving
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What is the function of fear in leadership?
The president of the United States has equated power with fear. Is there a place for fear in the manager's toolkit? asks James Heskett