The failures of the blood-testing firm Theranos show that high-flying tech firms need boards who are willing to ask the hard questions.

Professor Jeffrey Sonnenfeld writes that business leaders are increasingly embracing a larger societal mission and using their public statements to comment beyond deals and products.

CEO Ellen Kullman's departure is one of many examples of dysfunctional corporate boards making rash decisions.

Leadership scholar Jeffrey Sonnenfeld and political scientist Jacob Hacker, who recently sat down for an hour-long conversation with Donald Trump, discuss their impressions of the man and the current moment in political history.

In a Fortune magazine article, Professor Jeffrey Sonnenfeld suggests that political rivals who underestimate Donald Trump—and the myth surrounding him—do so at their own peril.

In a Chief Executive magazine commentary, Professor Jeffrey Sonnenfeld applauds McDonald’s for being forthright about recent performance problems at the company and their plan to address them.

In a Fortune magazine op-ed, Professor Jeffrey Sonnenfeld says that in order to make a comeback, NBC anchor Brian Williams will need to find a new, public mission.

In a New York Times op-ed, Professors Victoria Brescoll and Jeffrey Sonnenfeld write about the gender bias and discrimination that persist for powerful women in corporate America.

In a New York Times op-ed, Senior Associate Dean Jeffrey Sonnenfeld writes about the call to separate the chairman and CEO roles at JPMorgan Chase. “While the model can work on occasion, it is surely no panacea that ensures good economic results or good governance,” he argues.

Senior Associate Dean Jeffrey Sonnenfeld writes that Carnival CEO Micky Arison is a vivid example of the public’s growing skepticism about leaders.