Harvard Business School
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How gender stereotypes kill a woman's self-confidence
Researchers believe gender stereotypes hold women back in the workplace. Katherine Coffman's research adds a new twist: They can even cause women to question their own abilities
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What football firings teach managers about staying relevant
Many executives are confident they can retain their skills over time. Experience shows they are wrong
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These 4 CEOs created a new standard of leadership
At the height of the 2008 financial crisis, these four corporate leaders stepped forward—and changed how we think of leadership forever
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Everyone knows innovation is essential to business success-except board directors
In a recent survey of 5,000 board members, innovation was not ranked high on their list of priorities. What are they not seeing? ask Boris Groysberg and Yo-Jud Cheng
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Why managers should reveal their failures
If you want to get your messages through to employees, be ready to confess your own management shortcomings, counsels Alison Wood Brooks.
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'Always on' isn't always best for team decision-making
Is it possible for teams to communicate too frequently? Research by Ethan Bernstein and colleagues suggests that groups that meet less often may be better at problem-solving
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What is the function of fear in leadership?
The president of the United States has equated power with fear. Is there a place for fear in the manager's toolkit? asks James Heskett
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Shaky business: How handshakes win negotiations
A handshake before a negotiation can have a surprisingly strong effect on the outcome, according to Michael Norton, Francesca Gino, and colleagues
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How should managers deal with the challenges of building an inclusive workplace?
Few doubt the benefits of inclusion and diversity in the workplace, but some aspects of driving these changes forward make managers, particularly male managers, unsure of their footing. How do you deal with the challenges? asks James Heskett
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Bargain hunters beware: A store's 'original price' might not be real after all
Retailers often compare a "sale" price to the original price. Harvard Business School's assistant professor says consumers should be skeptical of those original prices — and so should regulators
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Why ethical people become unethical negotiators
You may think you are an ethical person, but self-interest can cloud your judgment when you sit down at the bargaining table, says Max Bazerman