HBR On Leadership

Jonah Berger, professor at the Wharton School of the University of Pennsylvania, says that most of us aren’t approaching persuasion the right way. Pushing people to behave how you’d like them to or believe the same things you do just doesn’t work, no matter how much data you give ...  Show more

Nathan Furr, professor of strategy at INSEAD, researches what makes great innovative leaders, and he reveals how they develop and spend “innovation capital.” Like social or political capital, it’s a power to motivate employees, win the buy-in of stakeholders, and sell breakthroug ...  Show more

Anne Curzan, English professor at the University of Michigan, studies the evolution of language. While many of us roll our eyes at bizspeak—from synergy to value-add to operationalize—Curzan defends business jargon. She says the words we say around the office speak volumes about ...  Show more

In this Coaching Real Leaders session, a leader who has worked in the higher education sector for decades seeks guidance on how to set direction and maintain momentum for her team when so much of their long-term work depends on shifting priorities and partners outside her control ...  Show more

Corey Phelps, the dean of Penn State’s Smeal College of Business, says great problem solvers are hard to find. Even seasoned professionals at the highest levels of organizations regularly fail to identify the real problem and instead jump to exploring solutions. Phelps identifies ...  Show more