Management Approach

Neuroinclusion efforts at large employers offer proof that neurodivergent employees can deliver big business benefits.

By segmenting employees based on what they need to excel, leaders can zero in on how to motivate each type of talent.

The shift to a skills-focused hiring approach requires a cultural transformation and consistent, long-term effort.

MIT SMR’s spring 2025 issue offers advice for leaders on managing amid uncertainty and balancing oversight with autonomy.

Companies run by their originators often have deep experience, earned legitimacy, and forgiving stakeholders.

This issue of MIT SMR focuses on improving work design, implementing AI, increasing employee engagement, and more.

MIT SMR’s winter 2025 issue offers advice for leaders on making better decisions by seeking out divergent perspectives.

Consider these three takeaways for leaders on how to avoid pitfalls while using generative AI tools in decision-making.

An employee’s entrepreneurial pursuits can create challenges for managers, but it’s possible to turn them into a win-win.

Explore four key elements for developing the learning agility needed for career growth and organizational innovation.

During the pandemic, leaders tolerated behaviors that were a bit feral. Here’s why and how to adopt better practices.

Managers who stymie their high performers’ internal advancement do so at their own expense, research shows.

Leaders’ delegation decisions should reflect the trust they have in both their people and organizational processes.

Today, information flows faster — and more broadly — than many leaders can handle. These stay-sane strategies can help.

A panel of experts weighs in on whether oversight of responsible AI should be entrusted to a single business function.

MIT Sloan Management Review’s spring 2023 issue examines organizational structure, innovation, and employee well-being.

Managerial authority and hierarchy should be redesigned for business today, but they won’t disappear.

Managers can help employees turn fears into fleeting thoughts as opposed to permanent restraints.

Senior leaders and HR teams can take three key actions to help develop more effective managers in their organizations.

Organizational experts offer leaders advice on how to make meaningful changes to increase employee engagement.