There’s an old saw—cribbed from Plato and popularized by Douglas Adams—that those most interested in leading others are least suited to the task.

A September 2024 Gallup poll revealed that nearly 30% of U.S. adults have little to no confidence in the safety of U.S.

The pandemic forced leaders to reconcile with the need for effective hybrid and remote team management strategies, including performance evaluations.

Businesses today have more options than ever before regarding where and how they recruit new talent. Thanks to new technologies and a general shift in working cultures, organizations can now access a much wider talent pool when hiring full-time remote employees.

Having a coach these days is almost a given, an essential part of any senior executive’s career portfolio. But while some leaders swear by their coaches, others just can’t seem to find the “right one.” What causes these wildly different experiences?

Wharton management professor Peter Cappelli is routinely asked to predict the future of work.

In a 

Paul was sitting in his office staring at production numbers from the past quarter. Despite having a great team, strong customer demand, and state-of-the-art equipment, the factory’s performance wasn’t meeting expectations.

In April 2018, the U.S. Food and Drug Administration (FDA) approved the first artificial intelligence-powered diagnostic system, a software program used to detect diabetes-related vision loss.

For me, the future is all about learning and teaching. Learning new ideas or disciplines fascinates me. Interconnecting those experiences and disciplines and creating new ideas to share with others through teaching is even more exciting.