Show Results For
-
All HBS Web
(115,679)
- Faculty Publications (1,848)
Show Results For
-
All HBS Web
(115,679)
- Faculty Publications (1,848)
- March 1985
- Article
Experts as Negative Opinion Leaders in the Diffusion of a Technical Innovation
- 1985
- Chapter
Stimulating and Managing Corporate Entrepreneurship: The Auto Industry Connection
- November 1984 (Revised March 1989)
- Background Note
Leadership: The Problem of Intervention
- August 1984 (Revised March 1989)
- Background Note
Direct, Personal Leadership
- August 1984 (Revised March 1989)
- Background Note
Incremental Leadership
- May 1984 (Revised May 1989)
- Case
Cleveland Twist Drill (B)
- September 1983 (Revised July 1991)
- Case
Orthoteks USA (A)
- 1983
- Book
The Two Faces of Management: An American Approach to Leadership in Business and Politics
- October 1982
- Case
Assessing Managerial Talent at AT&T (A) (Condensed)
- autumn 1981
- Article
Power, Leadership, and Participatory Management
- March 1981 (Revised February 1993)
- Case
Hank Kolb, Director, Quality Assurance
- October 1979 (Revised March 1986)
- Case
PC&D, Inc.
- November 1972 (Revised December 1978)
- Case
Dobbs House (A)
- 2012
- Case
Advanced Leadership Pathways: Richard Fahey and Robert Saudek (A): Lighting Liberia
- Teaching Interest
Developing Yourself as a Leader
- Teaching Interest
Leadership and Organizational Behavior (LEAD)
Professor Bernstein taught Leadership and Organizational Behavior (LEAD) from 2013-2016 (7 sections). This course focuses on how managers become effective leaders by addressing the human side of enterprise.
The course is divided into five modules:
- 2021
- Chapter
Leapfrog Leaders: Accelerating Systems Leadership Skills
- Teaching Interest
Managing Human Capital
The Managing Human Capital course has been specifically designed to teach practical skills for the future general manager (not just the human resource practitioner) who seeks to manage both other people and her or his own career with optimal... View Details
- Research Summary
Managing the Advantages and Tradeoffs of Collaborative Structures
To solve complex problems, organizations must both collect facts and use them to solve problems. In one study, my coauthors and I show that increased connectivity—measured as network... View Details
- Teaching Interest