Thought Leadership

At Wharton, we believe that knowledge is the muscle of business. Our 225+ faculty, as well as 20 research centers and initiatives, are the brain trust that powers this engine. Wharton thought leadership crosses multiple disciplines and is available to you in a variety of ways — academic research, books, interviews, and more. Immerse yourself in Wharton knowledge, and gain valuable business insight that can help you achieve your goals within your own organization today.

To Advance, Women Leaders Need Sponsors, Not More Mentors

Wharton@Work

To Advance, Women Leaders Need Sponsors, Not More Mentors

The gender gap in leadership positions is partly due to women being over-mentored and under-sponsored. Women’s Executive Leadership offers five ideas for getting sponsored. Read more »

Data Strategy Innovation

KNOWLEDE@WHARTON

Building a Better Data-first Strategy: Lessons from Top Companies

It is hard to imagine a company that does not claim to use data to make better and smarter decisions. It is equally true, though, that many of them make big mistakes, says Neil Hoyne, a senior fellow at Wharton Customer Analytics. How can they improve their ability to build a better data-first strategy and get better at measurement? Hoyne the global head of customer analytics at Google, provides answers. Read more »

HiPo Leadership Skills, Part 2: Build Your Mental Capacity

Nano Tools for Leaders®

HiPo Leadership Skills, Part 2: Build Your Mental Capacity

Don’t leave “a-ha” moments to chance. Develop habits to advance your thinking, judgment, and imagination with four action steps based on Ram Charan’s new book. Read more »

Professor Maurice Schweitzer

HARVARD BUSINESS REVIEW

How to Deflect Difficult Questions in an Interview or Negotiation

What’s your response to a question you would rather not answer? Wharton management professor Maurice Schweitzer says there are serious pitfalls to the three most common approaches: honesty, refusal, and deception. Instead, in light of his new research, he advocates for deflection, which enables you to avoid disclosing costly information in a way that leads to better outcomes than simply declining to answer the question and is less reputationally risky than deception. Read More »