Leading Change

MIT Sloan Management Review’s fall 2023 issue includes a look at what it takes to lead artificial intelligence efforts.

Research points to six practices leaders can use to overcome stakeholder resistance to automated negotiation technology.

CEOs can maintain full engagement with and control of an organization redesign by addressing their own vulnerabilities.

Organizations can leverage a skills-based approach to culture change to speed the process and address real challenges.

Business leaders should see themselves as change agents with a key role in fostering diversity, equity, and inclusion.

Three recent books on workplace sexism and racism highlight concrete actions leaders can take to support diversity.

Employers must recognize that women are 41% more likely to experience toxic culture in the workplace than men are.

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

While ESG gets buffeted by the winds of political theater, the work of sustainability continues.

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

MIT SMR’s winter 2023 issue examines leader character and introduces a new advice column.

During times of crisis, managers should prioritize individualized consideration and building trust to support employees.

Advice for leaders on successfully designing and implementing a matrix reporting structure in their organizations.

Engaging on political policy requires courage when it goes against industry dogma.

Advice on addressing toxic leadership, toxic social norms, and work design to improve corporate culture.

The authors suggest five actions leaders can take to support and protect reproductive freedom for their employees.

Executives from TCS and Equifax discuss why true digital transformation requires cultural change.

Announcing a new MIT SMR editorial advisory board to help us diversify our thinking and focus our work.

Four common mistakes can derail leaders as they make strategic plans aimed at making their organizations future-ready.

Craft a plan for the last 100 days before a CEO’s departure to ensure a smooth leadership transition.