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London Business School Review

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The hardest thing about making teams work is making them work together

Guiding principles to improve the design and delivery of leadership workshops

By John Dore

Business theory is still struggling to grasp that organisations are driven by human behaviour

By Jules Goddard

Jyoti Bachani on why management structures need to shift away from controls and compliance to purpose and people

By Jyoti Bachani

Why establishing a workplace climate where people can share their emotions leads to greater productivity, innovation and creativity

By Michael Parke

Nobody sets out to be a horrible boss but getting the best out of people isn’t easy.

By Julian Birkinshaw

Understanding the loneliness of the C-suite is the first step to a cure, says Richard Jolly.

By Richard Jolly

Diversity in values is the hardest factor to manage in teams. Dr Margaret Ormiston illustrates why and explains what to do about it.

By Margaret Ormiston

Teams are a good way of doing business, but conflicts often arise. Professor Peterson introduces three ways to manage conflict in teams.

By Randall S Peterson

What turns a manager into a leader? Professor of Organisational Behaviour, Randall Peterson, suggests some answers.

By Randall S Peterson

Traditional workplace hierarchies could become a thing of the past. Julian Birkinshaw reports.

By Julian Birkinshaw

Julian Birkinshaw examines innovative approaches to seeing the world through the eyes of your employees.

By Julian Birkinshaw

What does a manager do most days? If your answer involves going to meetings, revising budgets, and checking and writing emails ...

By Simon Caulkin