The Insightful Leader

Prof. Adam Pah explains why it's getting harder to get good data, why too much data can sabotage your algorithm, and how companies are now using AI to address customers' pain points.

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There's a classic rule in economics that says more transparency and communication always leads to better outcomes. But research from Prof. Robert Bray suggests that there are important exceptions to this trusty rule. When does it make more sense to keep your cards close to the vest?

What’s the best way to offer your employees and colleagues constructive criticism? Prof. Ellen Taaffe shares tips for how to give (and receive) better feedback, and what you can do if you’re not getting any feedback at all.

For leaders, deciding how much trust to place in the people you manage can be tricky. Give them too much leeway, and they might take advantage of you—but don’t give them enough, and they may not feel safe to take risks. So how much does a more trusting CEO really spur innovation? And how should you determine if more trust is what your organization really needs? Prof. Kieu-Trang Nguyen describes a new study that takes a clever approach to analyzing trust at the top.

These days, more and more work is happening in teams. However, it’s often difficult to see who on the team did what. So how do we allocate blame when a team project goes wrong? Research from Profs. Benjamin Jones and Brian Uzzi finds that we often point the finger at the wrong individuals—and suggests ways that leaders can guard against this bias.