How Well-Designed Work Makes Us Smarter
Work that permits autonomy and demands problem-solving can bolster employees’ cognitive skills and ongoing learning.
More from MIT Sloan Management Review
Relational Power Is the New Currency of Hybrid Work
Research shows that managers must incorporate relational power into their leadership approach in virtual work settings.
«Relational power is derived from the ability of an individual to wield influence on others without necessarily being in a formal hierarchical role»
A Noble Purpose Alone Won’t Transform Your Company
Business leaders appreciate the importance of employee engagement, but many misunderstand what truly drives it – and most neglect its fundamental enabler. In an interesting white paper for MIT Sloan Management Review, Rob Cross, a professor of global leadership at Babson College; Amy Edmondson, professor of leadership and management at Harvard Business School; and Wendy Murphy, associate dean and professor of management at Babson College, report on research based on organizational network analysis and interviews with 200 business leaders that reveal the central role of interpersonal collaboration in employee engagement. The authors offer a three-step process for generating positive collaboration and specific leadership behaviors to support each step.
With Goals, FAST Beats SMART | MIT Sloan Management Review
Goals that are SMART (“specific, measurable, achievable, realistic and time-bound”) aren’t, in fact, the most intelligent choice for your firm – so say strategy consultant Charles Sull and managment lecturer Donald Sull in this research-laden MIT Sloan Management Review article. For best results, the Sulls urge, set goals that are FAST: “frequently discussed, ambitious, specific and transparent.”
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