In this week’s SAM Management Pulse, we pulled together a mid-year roundup from MIT Sloan Management Review highlighting five articles that have captured the attention of leaders worldwide. Each piece offers practical strategies for navigating artificial intelligence adoption, building a resilient organization, fostering a performance culture, and leading through uncertainty. Whether you are refining your digital transformation roadmap or strengthening team dynamics, these insights provide actionable guidance to sharpen your leadership approach and drive sustainable impact.
The first standout article, Philosophy Eats AI, explores how leaders can overcome resistance when implementing AI initiatives. The authors argue that successful change requires clear communication of AI’s value, hands-on involvement from senior leadership, and building trust through small scale pilots. They present case studies where early wins paved the way for broader adoption, emphasizing that leaders must invest in upskilling their teams. By positioning AI projects as collaborative experiments rather than overnight revolutions, organizations can build momentum and minimize fear. The article concludes with a framework for identifying quick-win opportunities, developing cross-functional “AI champions,” and embedding continuous feedback loops that drive iteration and learning.
In another widely read piece, Five Traits of Leaders Who Excel at Decision Making, the focus shifts to strategic resilience in uncertain times. The authors define strategic resilience as the capacity to anticipate disruptions, absorb shocks, and adapt plans without losing sight of long-term objectives. Through interviews with senior executives across industries, they identify three critical enablers: diversified scenario planning, distributed decision making, and agile resource allocation. Leaders are encouraged to move beyond static contingency plans and instead cultivate a portfolio of strategic options that can be activated when needed. The article underscores that resilience is not a one-time result but an ongoing practice that depends on organizational culture and leadership commitment to experimentation.
Leadership in the digital era requires more than technical expertise, as the third article, Why AI Demands a New Breed of Leaders, explains. The authors argue that executives must cultivate a “digital mindset” that blends strategic vision with curiosity about emerging technologies. They profile leaders who have successfully driven digital transformation by fostering cross-disciplinary collaboration between business units and technology teams. The article outlines a three-phase approach to transformation: exploring digital use cases, institutionalizing agile ways of working, and scaling successful pilots into enterprise-wide programs. It stresses that leaders must balance a willingness to experiment with disciplined measurement of outcomes to ensure that digital initiatives drive real business value.
A fourth article, Why AI Will Not Provide Sustainable Competitive Advantage, addresses the challenge of leading remote and hybrid teams. Based on survey data from thousands of employees, the authors identify five leadership practices that boost engagement and productivity in distributed environments. These include establishing clear connection rituals, setting outcome oriented goals, and creating structured opportunities for informal collaboration. The piece emphasizes that digital tools alone are not enough and that leaders must proactively design team processes that foster belonging and shared accountability. Practical guidance is offered on virtual meeting norms, asynchronous communication strategies, and techniques for maintaining team cohesion across time zones.
The final article, When Team Accountability Is Low: Four Hard Questions for Leaders, examines how to navigate ethical dilemmas posed by emerging technologies such as AI and data analytics. It presents real-world examples in which algorithmic bias and privacy concerns threatened trust and reputation. The authors propose an ethical decision-making framework that integrates stakeholder mapping, impact assessment, and transparent governance. They argue that ethical leadership requires embedding values directly into product development cycles and holding cross-functional teams accountable for ethical outcomes. By establishing ethics committees and clear escalation paths, organizations can address emerging risks before they escalate into crises.
Together, these five articles form a comprehensive view for leaders grappling with the complexities of the modern business environment. From piloting AI initiatives to building cultures of resilience and trust, the insights emphasize that effective leadership combines strategic foresight with a deep commitment to people. As you review these pieces, consider how you might apply their frameworks to your own challenges. By adopting an experimental mindset, strengthening ethical guardrails, and fostering inclusive cultures, you can guide your organization through uncertainty and toward sustainable success.
Written By,
Patrick Endicott
Patrick is the Executive Director of the Society for Advancement of Management, is driven by a deep commitment to innovation and sustainable business practices. With a rich background spanning over a decade in management, publications, and association leadership, Patrick has achieved notable success in launching and overseeing multiple organizations, earning acclaim for his forward-thinking guidance. Beyond his role in shaping the future of management, Patrick indulges his passion for theme parks and all things Star Wars in his downtime.