Jeffrey A. Sonnenfeld
Theranos Teaches Silicon Valley a Hard Lesson about Accountability
The failures of the blood-testing firm Theranos show that high-flying tech firms need boards who are willing to ask the hard questions.
Jeffrey Sonnenfeld: Clearing Bull from the Bully Pulpit
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.
How DuPont's Directors Failed
CEO Ellen Kullman's departure is one of many examples of dysfunctional corporate boards making rash decisions.
What Can We Learn from Trump?
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.
Why the ‘Dump Trump’ Strategy is Doomed
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.
How Big Mac Reacts to Attack: Recovering From Missteps
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.
Brian Williams Unanchored: A Path to Career Recovery
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.
Women as Bosses Still Face Bias
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.
Jeffrey Sonnenfeld on Separating the Chairman and CEO Roles at JPMorgan
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.
Putting Trust on Cruise Control at Carnival
Senior Associate Dean Jeffrey Sonnenfeld writes that Carnival CEO Micky Arison is a vivid example of the public’s growing skepticism about leaders.