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PODCAST

Leadership Lessons on the Go!

Jonathan H. Westover

Want to listen to your favorite articles on the go?! We’ve got you covered! Catch all of your favorites right here in your podcast feed!

business management

All Episodes

38:59

Leadership as Plumbing and Poetry: Why March's...

Leadership Lessons on the Go! ·

2025/11/20

Abstract: James March distinguished between leadership as "plumbing"—the rational work of plans, structures, and controls—and leadership as "poetry"—the imaginative work of meaning-making, emotion, and beauty. Contrary to conventional leadership scholarship emphasizing measurable outcomes, March argued that leaders' poetic impact on human experience and meaning exceeds their ability to execute instrumental change. This article synthesizes March's framework with contemporary organizational research

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11:14

The Case for a Chief Innovation and Transformation...

Leadership Lessons on the Go! ·

2025/11/19

Abstract: Artificial intelligence is reshaping how organizations operate, yet many enterprises approach AI adoption primarily as a technical implementation challenge. This narrow focus overlooks the profound cultural, structural, and human capital transformations that determine whether AI investments deliver value or create organizational dysfunction. This article examines why traditional leadership structures struggle to manage AI-driven change and presents evidence for establishing a Chief

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36:34

Mastering the AI Capability Gap: Why Domain Experts...

Leadership Lessons on the Go! ·

2025/11/18

Abstract: Artificial intelligence presents organizations with an unprecedented paradox: the engineers building AI systems possess limited insight into optimal applications within specific professional domains, while domain experts often lack the technical fluency to unlock AI's potential in their fields. This capability gap creates a strategic window for practitioners who bridge both worlds—combining deep domain knowledge with AI literacy—to establish competitive advantages before commoditization

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15:26

The GenAI Divide: Why 95% of Enterprise AI...

Leadership Lessons on the Go! ·

2025/11/18

Abstract: Despite $30–40 billion in enterprise GenAI investment, 95% of organizations achieve zero measurable return, trapped on the wrong side of what we term the "GenAI Divide." This review synthesizes findings from MIT's Project NANDA research examining 300+ AI implementations and interviews with 52 organizations to identify why pilots stall and how exceptional performers succeed. The divide stems not from model quality or regulation, but from a fundamental learning gap: most enterprise AI

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38:44

AI in Education: Building Learning Systems That...

Leadership Lessons on the Go! ·

2025/11/17

Abstract: The integration of artificial intelligence into educational settings presents a fundamental challenge: how to harness powerful generative technologies without undermining the very cognitive capabilities required to use them wisely. This paper examines the pedagogical implications of AI adoption across educational institutions, drawing on cognitive science, instructional research, and emerging practice to propose evidence-based responses. Analysis reveals that 92% of British undergraduates

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10:15

From Silence to Stewardship: Business Faculty...

Leadership Lessons on the Go! ·

2025/11/17

Abstract: U.S. higher education faces mounting existential pressures—enrollment declines, cost escalation, political skepticism, and administrative managerialism that prioritizes short-term institutional survival over long-term scholarly mission. Despite widespread critique, business management faculty have largely failed to mount effective resistance to managerialist interventions, even as these practices erode academic autonomy and institutional purpose. This paradox deepens when considering that

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10:15

From Silence to Stewardship: Business Faculty...

Leadership Lessons on the Go! ·

2025/11/17

Abstract: U.S. higher education faces mounting existential pressures—enrollment declines, cost escalation, political skepticism, and administrative managerialism that prioritizes short-term institutional survival over long-term scholarly mission. Despite widespread critique, business management faculty have largely failed to mount effective resistance to managerialist interventions, even as these practices erode academic autonomy and institutional purpose. This paradox deepens when considering that

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15:25

The AI Skills Paradox: Why Meta-Competencies Trump...

Leadership Lessons on the Go! ·

2025/11/16

Abstract: As artificial intelligence reshapes labor markets globally, organizational leaders face a fundamental strategic question: which capabilities truly predict performance in AI-augmented work environments? While public discourse fixates on job displacement projections—the World Economic Forum estimates 92 million job losses against 170 million new roles by 2030—emerging research reveals a critical distinction between superficial AI adoption and transformative capability development. This

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9:37

AI Shaming in Organizations: When Technology Adoption...

Leadership Lessons on the Go! ·

2025/11/16

Abstract: Recent field-experimental evidence reveals that workers systematically reduce their reliance on artificial intelligence recommendations when that usage is visible to evaluators, even at measurable performance costs. This phenomenon—termed "AI shaming"—reflects emerging workplace norms in which heavy AI adoption signals lack of confidence, competence, or independent judgment. Drawing on labor economics, organizational behavior, and technology adoption research, this article examines how

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9:03

Quiet Cracking: The Silent Erosion of Employee...

Leadership Lessons on the Go! ·

2025/11/16

Abstract: Quiet cracking represents a pervasive yet often invisible phenomenon undermining organizational performance across global workplaces. Recent survey data from 4,000 knowledge workers reveals that 42% report declining motivation, 41% feel managerial underappreciation, and 40% experience emotional withdrawal. This disengagement is fueled by technostress, eroding work-life boundaries, inadequate purpose communication, and AI-related anxiety. Evidence suggests that employees who consistently

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36:43

The Hidden Cost of Being "Good": Rethinking Academic...

Leadership Lessons on the Go! ·

2025/11/15

Abstract: Early career researchers (ECRs) navigate increasingly precarious academic landscapes where professional legitimacy demands extraordinary personal sacrifice. This article examines the toxic culture of overwork that pervades contemporary academia, using autoethnographic reflection and empirical evidence to illuminate how institutional pressures, performance metrics, and implicit norms compel ECRs to prioritize productivity over wellbeing. Drawing on organizational psychology, labor studies,

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40:55

Restructuring for AI: The Power of Small, High-Agency...

Leadership Lessons on the Go! ·

2025/11/15

Abstract: Organizations adopting artificial intelligence face a fundamental structural challenge: traditional hierarchies and coordination mechanisms often stifle the experimentation and rapid iteration AI implementation requires. Emerging evidence suggests that small, cross-functional teams with high autonomy—typically comprising senior engineers, domain experts, and experienced product managers—deliver faster time-to-value and stronger early returns on AI investments than centralized, top-down

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43:37

The Hidden Costs of Return-to-Office Mandates: How...

Leadership Lessons on the Go! ·

2025/11/14

Abstract: Return-to-office (RTO) mandates have emerged as a dominant organizational response to perceived productivity and culture challenges in post-pandemic work environments. However, mounting evidence suggests that mandatory in-office attendance policies generate substantial hidden costs that undermine the very outcomes leaders seek to achieve. This article synthesizes research on talent attrition, employee engagement, and competitive positioning to demonstrate that RTO mandates often function

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36:54

Unlocking Sustainable Performance Through...

Leadership Lessons on the Go! ·

2025/11/13

Abstract: This article synthesizes meta-analytic evidence on psychologically informed coaching approaches to identify mechanisms driving sustained workplace outcomes. Drawing on Wang et al.'s (2021) comprehensive meta-analysis of 20 studies (n = 957), we examine how cognitive behavioral coaching, solution-focused coaching, positive psychology coaching, and integrative approaches influence goal attainment, self-efficacy, performance, and psychological well-being. Findings demonstrate moderate to

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57:37

Skills Marketplaces and the Shift from Credentials to...

Leadership Lessons on the Go! ·

2025/11/13

Abstract: Traditional credentials—degrees, certifications, and job titles—are losing their predictive validity as sole indicators of workplace capability. Skills marketplaces are emerging as intermediary platforms that enable granular, competency-based matching between talent and opportunity, prioritizing demonstrated ability over institutional gatekeeping. This article synthesizes evidence from organizational psychology, labor economics, and human capital development to examine the organizational

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39:06

AI Transformation in Higher Education: Balancing...

Leadership Lessons on the Go! ·

2025/11/12

Abstract: Higher education institutions face mounting pressures from enrollment declines, budgetary constraints, and operational complexity while simultaneously confronting the disruptive potential of artificial intelligence. This article examines how colleges and universities can strategically adopt AI technologies to enhance administrative efficiency while maintaining pedagogical integrity and ethical standards. Drawing on organizational change research and documented institutional practices, we

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26:03

Managing Digital Distraction: Evidence-Based...

Leadership Lessons on the Go! ·

2025/11/12

Abstract: Digital distraction represents a persistent challenge to organizational productivity and employee wellbeing in contemporary workplaces. This article synthesizes research on attention fragmentation, task-switching costs, and cognitive load to examine how digital tools—while enabling connectivity and collaboration—simultaneously undermine sustained focus and deep work. Drawing on established cognitive psychology research and organizational behavior studies, the analysis explores quantified

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42:16

When Simple Levers Fail: Why Management Interventions...

Leadership Lessons on the Go! ·

2025/11/11

Abstract: Management practice often relies on isolated interventions—cost reduction, performance systems, workplace policies—that show surprisingly weak main effects when studied empirically. This article examines why conventional management levers frequently deliver disappointing results absent contextual enablers and strategic coherence. Drawing on organizational behavior, strategic management, and empirical research, the analysis demonstrates that tactical choices decoupled from managerial

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39:07

Bridging Formal and Informal Learning: A Strategic...

Leadership Lessons on the Go! ·

2025/11/10

Abstract: The evolving knowledge economy has fundamentally transformed how organizations approach workplace learning and development. This article examines the dynamic interplay between formal and informal learning dimensions within contemporary work environments, drawing on established human resource development (HRD) scholarship. While formal learning remains essential for structured skill acquisition, informal learning increasingly drives adaptation, innovation, and competitive advantage

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53:26

When Artificial Intelligence Becomes the Teammate:...

Leadership Lessons on the Go! ·

2025/11/09

Abstract: Generative artificial intelligence is fundamentally reshaping the collaborative foundations of knowledge work. This article synthesizes findings from a large-scale field experiment involving 776 professionals at Procter & Gamble to examine how GenAI transforms three core pillars of teamwork: performance outcomes, expertise integration, and social engagement. Results demonstrate that AI-enabled individuals achieve solution quality comparable to human teams, effectively replicating

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