Leadership & management

The coronavirus pandemic has once again thrust the unusual state of American health care into the spotlight. With a presidential election that could have a dramatic impact on the state of health care for millions on 3 November, Professor Vivian Riefberg considers the state of the industry.

Have you ever shown up to a meeting thinking you’ve got great ideas, piercing insights and the motivation to make a positive impact, only to discover the decisions you thought were still on the table have already been made? You’re left wondering if you were the only person who didn’t know. How did that happen?

Philosopher Isaiah Berlin stated that people fall into two categories: the fox and the hedgehog. Professor Mary Gentile shares her thoughts on why they must co-exist and work together.

Leaders set tones at their organizations that can generate positive emotions or negative emotions in people and the workplace. Leaders have a choice. Amid the COVID-19 pandemic, we urge you to choose wisely.

The social unrest of 2020 brought new attention to long-simmering issues of diversity, equity and inclusion in the U.S. and around the globe, and prompted many to seek to learn more about longstanding societal inequities — and potential paths forward. Six Darden professors deliver their thoughts and share additional thought leadership.

Eliminating discrimination from customer service has been historically difficult, even for organizations with stellar service reputations. Is there a way for companies to better identify their breakdowns and eliminate discrimination from the fast food drive through to the hotel lobby?

Diversity, equity and inclusion are imperative. How can companies — and the individuals in them — ensure the kind of inclusive hiring practices that will lead to a genuinely equitable and diverse culture? Darden Professor Toni Irving discusses problems and solutions for hiring and developing diverse talent.

Many employees now work remotely. How can managers help them cope with the unique challenges posed by a stay-at-home world? Darden Professor Roshni Raveendhran discusses blind spots to avoid, concrete strategies to help direct reports, and the important distinction between a company’s formal policies and interpersonal conduct in affecting behavior.

China manufactures nearly a quarter of the world’s high-tech goods, but most of those goods’ microchips come from the U.S. When tension rose in U.S.-China relations, one Chinese company found an M&A win-win with a European chipmaker looking to expand in China’s market. Here’s how a CEO turned around an existential threat and supply chain weak link.

A leader’s job is to manage energy: their own, their reports’ and their organization’s. Virtual work poses additional challenges around all of these, especially as issues of trust and credibility have nuances obfuscated by the absence of face-to-face meetings. Professor Joe Harder provides insights on overcoming such challenges.