Leadership

Less than a year after the launch of ChatGPT, there’s a lot of uncertainty around how fast it will move into the workplace — but many experiments are already underway.

Management experts share advice for leaders on talent and AI challenges in this video.

Some workplace policies, practices, and interactions can make confident performers start to doubt their own competence.

New research identifies three elements that are key to successfully reviving an inactive professional relationship.

HR teams must prepare for generative AI’s effects on workers’ job roles, training, and access to information.

Interviews with 100 CMOs reveal common challenges in designing marketing organizations, as well as ways to address them.

The Me, Myself, and AI podcast’s discussion of AI’s risks with Amnesty Tech’s Matt Mahmoudi and Damini Satija continues.

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

Giving more new ideas an opportunity to develop over time can give rise to unexpected breakthrough innovations.

A presenter at an MIT SMR symposium answers questions about using skills, not degrees, as the benchmark for hiring.

Simple rules of thumb can result in more effective decision-making than comprehensive analysis.

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

On the Me, Myself, and AI podcast, Amnesty International’s Matt Mahmoudi and Damini Satija discuss AI’s societal risks.

Two presenters from MIT SMR’s Work/23 symposium answer leaders’ questions about helping employees chart their own paths.

Get past employees’ “too many meetings” gripes and make better use of time spent with your team.

Executing strategy requires understanding your critical roles and putting your best people in them.

A presenter from MIT SMR’s Work/23 symposium answers questions about resilience and self-efficacy.

Focusing on the ROI from soft skills training is often key to getting companies to make a serious investment in them.

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

A presenter at an MIT SMR symposium answers questions on how gender, age, and race can affect career advancement.