Category Archives: Publications

What Leadership Actually IS David Moss, Co-Founder, Partner New rule: you can’t do that!   The human default mode for leadership is whoever holds the power is the “leader” and what they do is considered “leadership”. I see it when kids self-organize a playground game and then usurp the authority to make the rules and dominate the game, […]

Leadership has never stopped being important—but how we lead now will define what comes next. Erin Clark, President and Co-founder LTI “This is the moment for a reinvention of leadership—one rooted not in power over people, but in partnership with people. Leading Through. Together.” I had a rare opportunity to interview the CEO, of a fortune […]

Written by authors Jonathan R. Clark, Erin E. Clark, and Kim B. Clark; this research was published in the 2024 by the Harvard Business Review. The article examines a paradigm shift in leadership that emphasizes engaging the soul, heart, and mind of team members and organizations to foster trust, empowerment, and resilience. The article outlines how […]

Written by authors Andrew M. Carton, Chad Murphy, and Jonathan R. Clark; this research was published in the 2014 by the Academy of Management Journal. The article examines the importance of leaders articulating clear and compelling visions to enhance employees’ motivation and organizational performance. This study focuses on how leaders communicate purpose to their teams through […]

Written by authors Chad Murphy and Jonathan R. Clark and published in the journal Organizational Dynamics in 2016, this research demonstrates how leaders’ use of vivid and concrete language can inspire clarity, commitment, and alignment among team members. The article discusses how leaders can effectively communicate organizational purpose through language, using Cleveland Clinic as a key […]

Written by Authors: Alex C. Lewis and Jonathan R. Clark and published in 2020 in the Journal of Organizational Behavior, this research examines the dynamics of vision articulation and implementation across organizational hierarchies, with particular emphasis on the manifestation of suborganizational visions within complex institutional structures. The investigation yields several significant findings: This study makes a […]

Written by authors Kim B. Clark and Carliss Y. Baldwin, this research introducing modularity as a design principle that fosters flexibility, scalability, and innovation across industries, was published by MIT Press in 2000. Think about your smartphone. It’s made up of many different parts – a screen, camera, processor, and battery – that all work together perfectly. […]