Organizational Culture

Many leaders of growing organizations bemoan employee resistance to change. But the reason most change efforts fail is that leaders suffer from the hero complex.

Without traditional credentials, established networks, or experts’ stamp of approval, the outsider’s journey is often uphill: Along the path to the Nobel, Karikó was demoted and kicked out of her lab space at the University of Pennsylvania, and she was actively discouraged from pursuing work on mRNA.

Fifteen years ago, the author made predictions about the future of work. Here’s what she got right, where she misjudged, and what she learned about experimenting.

Research points to six best practices that can help leaders regulate their own and their teams’ emotions.

Organizations’ traditional learning models are facing pressure from the emergence of new work models.