MIT Sloan Management Review

New research indicates that there are five steps that can help business leaders increase CSR’s effectiveness as a lever for talent management.

Surprisingly often, executives with impressive track records are mysteriously transformed into corrupt and tyrannical monsters once they become CEOs. What danger signals do these individuals exhibit, and what measures can be taken to reduce the likelihood of hiring them?

A CEO’s new vision often blurs into an indistinct image once the initial blitz is over. To ensure that the vision is more than just a daydream, companies should follow a five-phase model that some organizations have used successfully to avoid disaster or complacency.

Finding the right individuals to fill executive positions has never been easy, and the process is only getting more difficult with increased globalization.

Project teams can fly or founder on the demographic attributes of team members and the fractures they can create. Here's how to recognize the potential for division, and how to respond in time when team fractures do arise.

Executives are set up to fail when they are given one leadership mandate while others in the organization operate under a different, conflicting set of directives.

Differences in organizational values within of a top management team can impair how the group functions, with perceived differences having much larger repercussions than real ones.

Employees spend increasing amounts of time in meetings and love to complain about them. But privately they see meetings as a productivity tool -- one that companies can learn to use better.

When a behind-the-scenes decision must be “downloaded” to employees, the way it is communicated has a lot to do with its acceptance and eventual success or failure.

Many executives talk about the need for greater flexibility and adaptability from their companies. But the truth is that most businesses have organized themselves in ways that inherently discourage change.