Ethical Leadership and Governance

The author of Joy, Inc. reflects on the struggles and rewards of building a leadership culture that elevates human energy.

Following statements by the U.S. Business Roundtable in 2019 and 2021, the basic purpose of the corporation has been expanded from maximizing value for shareholders to maximizing it for all stakeholders. The implications of this are that performance must now be measured along many more dimensions than before and that leaders have to help employees transition to a stakeholder mindset, broaden participation in strategy-making, and make sure that their strategies really do reflect purpose.

There is a way forward to a more restorative form of leadership in our society; it will only come when individuals answer a call toward greater moral leadership.

What does benefitting all stakeholders really entail?

Identifying the right blend of circular economy strategies is vital for economic and environmental returns.

Christian Erfurt, CEO and co-founder of Be My Eyes on combining purpose and profit to build a sustainable tech business that does good.

Three ways boards and CEOs can place sustainability at the center of their decision making

Businesses must root strategy in moral purpose to thrive in a complex, rapidly changing world.

While most companies strive to build a culture of trust and transparency, it can be difficult to ensure people demonstrate ethical behavior at every level of a business, internally and externally.

Public pressure and changing norms are paving the way for business leaders to be paid based on a new set of criteria.

Creating a circular business model is challenging—and taking the wrong approach can be expensive. Pick a strategy that fits your resources and capabilities.

Private equity has an opportunity to transform the global business community and improve returns.

To make corporate purpose effective, leaders must pressure test it with their teams, employees, and with themselves.

Today’s business school education isn’t suited to the big challenges facing the world — climate change, economic inequality and racial injustice — that the leaders of tomorrow will be expected to solve. So, how can students and young professionals succeed in a system that primarily rewards profit? How can they create real change while working in a corporate world that’s mostly stuck in outdated business models?

A 5-step framework for putting purpose into practice.

Your why may not be what you think it is.

Answering three questions about purpose and environmental, social, and governance issues can help business leaders zero in on what matters most for their organizations.

Want to attract and retain top young talent? You have to prioritize working to make a positive impact, not just to the bottom line but to the world.

For most companies, there is little emotion inherent in the practical reality of what they make, do or sell—which makes having purpose as a context for product all the more critical.

With stakeholders and shareholders vying for attention, CEOs need to develop a new kind of ethical leadership to build trust in society and deliver results.

From gun safety to voting rights to climate action, CEOs from Levi Strauss and Unilever describe how they decide which social issues to back, and why.

While the vast majority of S&P 500 companies are formalizing ESG reporting, analysis suggests that governance metrics are being overlooked.

What is sustainable transformation? It is a commitment that involves economic growth, social inclusion and environmental protection

The “S” in ESG has moved to forefront as investors press on diversity and racial equality.