The New Leadership Playbook for the Digital Age
As the digital economy continues to reshape work and business practices, leaders need to develop new approaches to guide their teams and organizations forward. But an authoritative 2019 study finds that leaders themselves are falling behind. MIT Sloan Management Review and Cognizant surveyed more than 4,000 leaders worldwide, conducted executive interviews and performed sentiment analysis – only to find that most leaders are holding their teams and organizations back by clinging to outdated leadership concepts and practices. Luckily, this report offers clear, actionable guidance to help leaders transform.
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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