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|  | Dungeons & Dragons: Repairing Ecosystem Trust (B)> |
Gabriel Rossman|Oliver Schilke|Julian J. Zlatev
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Supplement | 9-925-034 |
2025/05/20 | 3p |
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|  | Grand Rounds> |
William A. Sahlman|Lauren Barley
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Case | 9-825-197 |
2025/05/13 | 27p |
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|  | What People Get Wrong About Psychological Safety> |
Edmondson, Amy C.;Kerrissey, Michaela J
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Cases | R2503D |
2025/05/01 | 3822w |
Psychological safety-a shared belief among team members that it''s OK to speak up with candor-has become a popular concept. However, as its popularity has grown, so too have misconceptions about it. Such misunderstandings can lead to frustration among leaders and employees, stymie constructive debates, and ultimately harm organizational performance. In this article the authors identify the following six common misperceptions: Psychological .....more
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|  | The Power of Mattering at Work> |
Mercurio, Zach
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Cases | R2503J |
2025/05/01 | 4567w |
Quiet quitting, the Great Resignation, chronically low engagement numbers, increasing numbers of labor disputes, demands for equity and dignity in the workplace-business leaders have been warily watching these trends for years and fighting each fire separately. But the trends continue, because leaders are missing the underlying problem that connects these symptoms: Many employees don''t feel that they matter to their employers, bosses, and .....more
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|  | Leading Global Teams Effectively> |
Livermore, David
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Cases | R2503K |
2025/05/01 | 3527w |
Western managers leading global teams face a challenge: Their expertise and training usually are rooted in individualistic contexts and emphasize values such as autonomy, empowerment, egalitarianism, and authenticity. Yet more than 70% of the world''s workforce comes from collectivist and hierarchical cultures. To be successful, managers need to develop "cultural intelligence"-a fluency in adapting to culturally complex situations. .....more
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|  | How to Unlock Value in Founder-Investor Partnerships> |
Hellauer, Samantha;Kos, Sanja;Vermoote, Julie;Wright, BJ
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Cases | R2503M |
2025/05/01 | 3979w |
Private equity firms increasingly invest in founder-led companies due to their potential for high growth. However, friction in the relationship often arises because of cultural tensions, control-related dynamics, and differing long-term goals. To address cultural tensions, investors should build rapport and seek to understand founders'' values, while founders should be open to changes needed to grow the business. Regarding control, founders .....more
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|  | Are You Really a Good Listener?> |
Yip, Jeffrey;Fisher, Colin M.
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Cases | R2503N |
2025/05/01 | 2345w |
Research has shown that when employees feel heard, their engagement rises and their performance improves, delivering big benefits to their firms. Yet 117 studies on workplace listening reveal that many managers aren''t good listeners. Why? Because listening is mentally taxing and demands empathy and patience. This article describes the five common causes of poor listening and explains ways to counter each. The first pitfall is haste. To avoid .....more
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|  | Jacinda Ardern''s Farewell, a Leadership Reflections on Stepping Down> |
Steven John DeKrey|Ramee Liu
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Case | ST156 |
2025/04/18 | 13p |
During Jacinda Ardern''s tenure as prime minister of New Zealand from 2017 to 2023, she gained international acclaim for her compassionate yet strong leadership style. She swiftly responded to the mosque massacre in Greater Christchurch by emphasizing unity among diverse races, religions, and cultures while advocating for justice. Ardern also exhibited proficiency and thoughtfulness in effectively managing the COVID-19 pandemic within her .....more
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|  | So You Want to Change the World?: A Personal Reflection on Systems Change> |
Trelstad, Brian
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Case | 9-325-030 |
2025/04/09 | 5p |
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|  | Setting a CEO Agenda: Ole Rosgaard at Greif> |
Palepu, Krishna G.;Herman, Kerry
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Case | 9-125-099 |
2025/04/07 | 26p |
Since taking over as CEO of industrial packaging giant Greif, Ole Rosgaard has focused on growing the company and improving the perception of its value by the capital markets. He and his senior leadership team have made inroads to this end, including adjusting the company''s portfolio mix to higher-margin businesses and affirming and strengthening Greif''s strong culture. In partnership with the company''s board chair, Rosgaard .....more
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