Insights From

Modern Global Leadership

Weirdness at Work: Diversity of Perspective

“Positive weird” needs to be another focus as we seek to understand how to create better organizations and communities that bring out the best in both marginal and dominant members.

A Web3 Primer: 7 Concepts You Need to Know

Professor Dennie Kim lays out the key concepts that are shaping the future of the internet, from cryptocurrency to metaverses.

Take a Stand or Sit One Out? CEO Activism and Partisan Consumer Behavior

In these politically divided times, everyone seems to have an opinion. Is it a good idea for CEOs to express theirs? What happens to an organization when its CEO takes a public stance on a controversial issue? New research examines the net effect of CEO activism, how the effects differ for liberals and conservatives, and the effects’ duration.

Ethical Decisions, Character and Your Personal Vision

In an examination of the role of character in leadership and decision-making, Darden Professor Jared Harris offers guidance on creating a personal vision, defining one’s values, preparing for the defining moments of a professional career, and how to actively pursue one’s best self.

How to Normalize DEI in Your Organization: Part 2

Getting diversity, equity and inclusion right in any organization is a function of change, which is hard. Here Darden experts provide practical insights on leveraging deviance in ways that empower individuals, the benefits of unconscious-bias training, mentorship and sponsorship, and how to have constructive (if potentially tense) conversations.

How to Normalize DEI in Your Organization: Part 1

Getting diversity and inclusion right in any organization is a function of change. It’s about overcoming barriers, getting people out of dominant paradigms about diversity, and empowering people to understand diversity and inclusion as part of the overall livelihood of their organizations. That means providing models and templates that get results.

How Leaders Can Build Resilience in Teams

Since the pandemic hit, there is more of an imperative than ever to build real organizational and personal resilience. The tools that prove most useful in doing so include purpose, engagement and leadership behaviors — like modeling interpersonal human relatedness and personal growth after adversity.

5 Barriers to Diversity and Inclusion

The argument in favor of diversity and inclusion is robust. The benefits are clear. As our populations change, diverse groups of talent are emerging, and they are emerging fast. However, corporations and businesses are still lagging hard behind the pace of this change. So what’s holding us back?

Influence and Organizational Design: Behavioral Principles to Effect Change

How do you spread your influence across an organization? How do you ensure that the right systems or processes are in place to hire the outstanding talent you need? And what if you’re not in the C-suite — what can you do to improve the structures, procedures or design mechanisms within your organization if you’re a midlevel leader?

Here’s an Idea: Don’t Steal My Idea

It turns out that people perceive idea theft as a greater transgression than money theft and judge it more harshly, according to new research from Darden Professor Lillien Ellis. Further, people perceive the theft of creative ideas as worse than the theft of practical ones.