Many organizations invest significant resources in preparing executives for the strategic, operational and governance demands of senior leadership. Often overlooked amid the flurry of activity surrounding the onboarding of a new executive is one of the most consequential shifts new C-suite leaders face: the collapse of their existing peer network. 

While losing friends at work may seem like a secondary issue, the collapse of one’s peer network and the need to rebuild or rethink it are by no means minor concerns. By one estimate, over half of executives experience significant loneliness, and as Hakan Ozcelik and Sigal G. Barsade found in their 2018 study, loneliness at work isn’t just a matter of feelings; it is also correlated with lower performance.

Effective leadership has long been defined by expertise, speed and decisiveness. As artificial intelligence changes the status and value of expertise, this is rapidly changing. According to Deloitte, as of January 2026, more than a quarter of companies reported that AI was having a transformative effect on their operations. For leaders, this not only means that work is changing but that their priorities are, too. In 2026, leaders are no longer simply managing people and their performance; they are now governing complex socio-technical systems whose consequences can extend far beyond the company itself.

Leading an organization out of crisis can be an incredibly satisfying and career-changing move. The first step is to understand the challenges and risks of taking on such a role.

Few leadership challenges are more daunting than regaining your footing after your credibility has been called into question. Whether the result of a misjudgment or an organizational setback, rebuilding trust requires intentional effort, humility, vulnerability and sustained commitment.

Making an effort to promote authenticity in the workplace is valiant and even necessary. However, companies must recognize that it isn’t a one-size-fits-all project. To truly commit to authenticity, it's vital to ensure all employees, regardless of their demographic, are supported.

Doing what is right is essential. But doing it in a way that is also strategic and politically astute is how you protect your ability to lead and create lasting impact. Ethical leadership isn’t just about integrity—it’s about timing, influence and sustainability.

Should incoming CEOs simply retain the executive teams they inherit, or should they bring in new leaders who aren’t attached to past practices and outcomes and may be much better equipped to execute on current priorities?

With over 10% of Fortune 500 companies now led by women, the groundwork is being laid for more women to enter the C-suite in the near future. If today’s exceptional leaders want to secure this future, now is the time for them to opt in to transformational leadership—both in theory and in practice.

Although resonant leadership has many strengths and may be an impactful default style under most conditions, there are times when dissonant leadership can be both an appropriate and even preferable way to tackle specific fiscal, market and organizational challenges.

Employees who see advocacy in action and benefit from it are far more inclined to become advocates themselves. As a result, organizations driven by advocate leaders also tend to be more inclusive, diverse and equitable environments in which to work and grow on the job.

Leaders who spend time on the ground with team members often benefit from the relationship-building and communication that come with being visible and accessible. How do leaders get and stay out of the day-to-day tactics, have time to address the essential issues and avoid burning out?

Candidates for leadership roles are often asked about their first 90 days, and there is a good reason why. Incoming leaders only have a short period of time to set the tone for how they will lead, establish boundaries and identify and clarify goals.

When you arrive in a new leadership role, negotiating conditions for success upfront will help ensure you’re not only able to assume a leadership role with adequate compensation but also build a strong legacy while occupying the position.

In today's business landscape, we can be assured of only one thing: We are entering an uncertain time. Change is in the air, but the form it takes and its impact on work is yet to be seen. Several leadership capabilities will be critical for navigating this future, and based on Zenger and Folkman's research, they're all areas where women excel.

As a leader, you can’t be everywhere all the time, but you can influence at least a few of your organization’s micro-cultures. Done right, you can use these interventions to have a positive and pervasive impact across the organization.

In today's business environment, leaders face unprecedented challenges supporting their teams. From economic uncertainty to political upheaval, it is becoming increasingly difficult for leaders, even in the U.S., to ignore the impact of trauma in the workplace.

Written by Carol J. Geffner, Ph.D. and Chris Corwin, M.P.H., this white paper discusses the challenges hospital C-suites face in leading disruptive change as the healthcare system transitions to value-based care. The insights are based on interviews with 20 hospital CEOs.

If you want to change your organization’s DNA, expect to be in it for the long haul, but don’t rule out some quick gains. With the right stimulus, you may discover that your organization’s DNA is more changeable than imagined.

Making an effort to promote authenticity in the workplace is valiant and even necessary. However, companies must recognize that it isn’t a one-size-fits-all project. To truly commit to authenticity, it's vital to ensure all employees, regardless of their demographic, are supported.

Doing what is right is essential. But doing it in a way that is also strategic and politically astute is how you protect your ability to lead and create lasting impact. Ethical leadership isn’t just about integrity—it’s about timing, influence and sustainability.