Leadership

Naomi Hirose ’83, president of the Tokyo Electric Power Company (TEPCO), the operator of the Fukushima Daiichi nuclear power plant, discusses his company’s efforts since the 2011 tsunami and nuclear meltdown.

Professor Paul Bracken, a leading security strategist and author of The Second Nuclear Age, discusses the Iran nuclear deal.

HEC Paris's Alberto Alemanno on what the EU's commitment to openness means in practice.

The forces that global companies have to deal with—from social networking to social unrest—have developed rapidly over the last decade. Virgin Group chair Peter Norris describes the trajectory of globalization today and how his company is structured to ride through the turbulence.

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 the digital age, newspapers remain an important source of on-the-ground reporting and in-depth journalism, but the advertising revenue that once supported those expensive endeavors is disappearing. Some newspapers are closing down or scaling back; others seek to reinvent themselves and their business models. Jack Griffin ’88, CEO of Tribune Publishing, which publishes 10 major newspapers, talks about how he’s positioning his company.

The highly visible chancellor of the New York City Public Schools from 2002 to 2011, Joel Klein recently returned to the private sector as the CEO of News Corporation's education division, Amplify. Klein talked with Yale Insights about applying his approach to leadership in a new role.

Laboratory experiments have suggested that, counterintuitively, having both an internal motivation for completing a task and an external reward makes performance weaker. A study by Yale SOM’s Amy Wrzesniewski tested this idea in the real world, by examining how the motivations of West Point cadets affected their performance. The results have strong implications for how leaders can get the best performance from their organizations.

What kinds of motives are most conducive to success? In a New York Times op-ed, Professor Amy Wrzesniewski and coauthor Barry Schwartz discuss their research looking at the motives of new West Point cadets and how they relate to success as Army officers.