Leadership

Senior Associate Dean Anjani Jain is sometimes asked whether India’s culture plays a role in the preponderance of influential Indian management thinkers. He offers his perspective in a commentary in the Economic Times.

What does it mean to be a leader and a woman? How much do bias and cultural assumptions still present challenges for women as they move up in their careers? A panel of accomplished Yale SOM alumnae discussed their experiences of leadership and management and reflect on strategies women can use to navigate in the workplace.

Shareholders own the corporation, so managers should maximize returns for shareholders, right? Corporate law expert Lynn Stout says that there are problems with this argument, starting with the fact that legally shareholders don't own a corporation. On top of that, she says, prioritization of shareholder value harms returns in the long run.

Discussion at the Yale CEO Caucus focused on global hot spots and their likely effects on the business environment in the next year.

Two accomplished graduates of Yale SOM talk about their transitions to leadership roles with Amy Wrzesniewski, associate professor of organizational behavior.

Managers from four global companies talk about how they launched social and environmental innovations within massive organizations.

Corruption gums up the workings of a market economy—making legal activity less efficient, degrading the quality of institutions, and disadvantaging those who would behave ethically. A website in India aims to use the tools of social networking to start the wheels of positive change.

The team is an indispensable component of the modern organization. Harvard professor Richard Hackman outlines how leaders can set up teams for success.

A range of often subtle biases around gender roles pervade the workplace. SOM's Victoria Brescoll discusses the impact these biases have on women and men, successful approaches to inclusivity, and the business case for making changes.

Does power corrupt? Stanford professor Jeffrey Pfeffer suggests that power is instead a tool that you should make use of to advance your career and safeguard your interests against unfeeling organizations and unfair leaders.