In increasingly diverse workplaces, imposter syndrome may inhibit the performance of some of the best and brightest rising stars. Managers can help transform the hold that these fears can have on employees and make that concern a fleeting thought instead of a permanent restraint.

Being conscious of ambivalence and conflicting feelings of positive and negative emotions has great value: It helps decision makers suspend initial judgments, deflect biases, and integrate contradictory material. Recent studies have found that when people are aware of being ambivalent and understand the cause, they're spurred to consciously assess the moral aspects of their choices and are better able to resist distracting biases.

It's hard to understand why successful leaders suddenly fail to meet expectations what the authors term leader derailment. While personalities are sometimes to blame, organizational context plays a significant role. Companies can help prevent derailment by identifying the most challenging demands leaders must overcome early on and providing them with better support systems.

Senior Change Manager Fredrick Martin and the UVA HR leadership team are tasked with the implementation of Ufirst, a project that will merge more than 70 HR programs and 11 distinct HR offices in both the academic division and the health system into a single, seamless HR operation. Ufirst will also leverage new technology that will enable HR self-service for approximately 30,000 employees. It is an ambitious and complex project for the university, and the first in a new strategic effort to streamline university operations to make them more efficient, less costly, and best in class. Martin brings with him experience as a change manager in a corporate environment. Academia presents novel problems because of its complex governance structure. Change in the academic context requires buy-in from many different stakeholders; they could also choose to "opt-out," which could prolong decision-making and derail implementation. Martin and his team must also contend with the complex regulations that govern hiring and workforce management. Martin needs to figure out how to support this necessary change to a new culture, in which HR professionals are strategic partners with the people they serve rather than transactional experts. In order to revitalize HR, Martin and his team must demonstrate to a large university community the power of collaboration and integration. The case can be taught as a stand-alone discussion on change implementation, or as a discussion focused on managing crises that often emerge from such large-scale change initiatives. The case set is also conducive to a sequence of two 85-minute classes, or two parts of one three-hour class. The videos in this B case, "Crisis Scenarios," provide instructors with additional content for the latter discussion.

When Justin Thomas began as principal of Shining Star Academy, an elementary school in Alabama, the school had been failing for eight years and was in serious risk of state takeover. One of Thomas's innovations was to implement data-driven instruction, but teachers struggled to change their routines. As hard as everyone was working, progress was minimal after a year. Thomas was heartbroken, and he didn't know what else to try. This case is used at Darden in executive programs for leaders in education and second-year MBA courses on leading change. It would also be suitable in courses covering data-driven instruction, school transformation, leadership, and change processes.

Supplement to case UV7726 When Justin Thomas began as principal of Shining Star Academy, an elementary school in Alabama, the school had been failing for eight years and was in serious risk of state takeover. One of Thomas's innovations was to implement data-driven instruction, but teachers struggled to change their routines. As hard as everyone was working, progress was minimal after a year. Thomas was heartbroken, and he didn't know what else to try. The B case follows Thomas in his second year, as he continues to lead the school through its transformation. This case is used at Darden in executive programs for leaders in education and second-year MBA courses on leading change. It would also be suitable in courses covering data-driven instruction, school transformation, leadership, and change processes.

Maxine Hall, the new principal at Northwest Middle School, knew when she started that the school was suffering from a sense of distrust between teachers and administration, as well as a high degree of student disengagement and absenteeism. To unlock student achievement and instill much-needed consistency and alignment across the school, Hall implemented data-driven instruction, but her efforts were stymied by an unwillingness to change among staff and teachers. This case is used at Darden in executive programs for leaders in education and second-year MBA courses on leading change. It would also be suitable in courses covering data-driven instruction, school transformation, leadership, and change processes.

Supplement to case UV7729 Maxine Hall, the new principal at Northwest Middle School, knew when she started that the school was suffering from a sense of distrust between teachers and administration, as well as a high degree of student disengagement and absenteeism. To unlock student achievement and instill much-needed consistency and alignment across the school, Hall implemented data-driven instruction, but her efforts were stymied by an unwillingness to change among staff and teachers. The B case follows Hall in her second year, as she continues to lead the school through structural changes. This case is used at Darden in executive programs for leaders in education and second-year MBA courses on leading change. It would also be suitable in courses covering data-driven instruction, school transformation, leadership, and change processes.

In both practice and research, we are doing a better job at bringing attention to the problem of gender bias. But we haven't established enough tangible suggestions for how to challenge it. New research has begun to investigate the efficacy of "scripts" -a set of words or phrases such as "Can you repeat what you just said?" that would signal to a peer that he has crossed a line, whether knowingly or unknowingly.

Senior Change Manger Fredrick Martin and the UVA HR leadership team are tasked with the implementation of Ufirst, a project that will merge more than 70 HR programs and 11 distinct HR offices in both the academic division and the health system into a single, seamless HR. Ufirst will also leverage new technology that will provide self-serve HR to approximately 30,000 employees. It is an ambitious and complex project for the university, and the first in a new strategic effort to streamline university operations to make them more efficient, less costly, and best in class. Martin's experience is in the corporate context. Academia presents novel problems because of its complex governance structure. Change in the academic context requires buy-ins from many different stakeholders who could "opt-out, " which could prolong decision-making and derail implementation. Martin and his team must also contend with complex regulations governing hiring and workforce management. Martin needs to figure out how to support the needed change to a new culture where HR professionals are strategic partners with the people they serve rather than transactional experts. They needed to demonstrate to a large university community the power of collaboration and integration to revitalize HR.

After two years of constant work on their start-up, "DressingRm AR," Natsumi Nakano and Bridget Ellery were at a crossroads. Two investment offers were on the table. Neither offer provided as much money as the start-up needed, and both came with constraints that made Nakano and Ellery wary. But they were running out of money, and without new investment, they'd have to shut down. Nakano still hoped that they'd eventually find an investor who appreciated the real value of their ideas and accurately perceived their competence. Ellery, meanwhile, was disillusioned after two years of unexpected obstacles. Their ideas were good, she knew, but the marketplace was uglier and more ruthless than she'd anticipated. She no longer believed that it was a meritocracy. If one more man spoke to her with a patronizing tone or hit on her during a meeting, Ellery feared she would snap. Together, they had to decide what to do.

In March 2009, Ulrich Bez, CEO of British carmaker Aston Martin Lagonda Ltd., found himself grappling with some tough news from Switzerland. The company had just debuted a novel car concept, its first crossover model under its rarely used historic Lagonda brand, at the Geneva Motor Show, but the negative press criticizing the four-wheel drive, four-seater car's design and concept was troubling and unexpected.

Whereas there is much focus on improving the cognitive aspects of ethical decision making, many of the drivers of managerial action are nondeliberative. The explosion of academic work in behavioral science has highlighted a number of decision traps, blind spots, and behavioral biases that can substantially influence ethical decision making and action. This note focuses on a number of specific behavioral influences and how they relate to ethics. In addition to highlighting how these behavioral influences can impair decision making, we discuss ways they can be harnessed to potentially improve ethical decisions and actions.

Mike Silva, the NY Fed's senior supervisory officer for Goldman Sachs, is having trouble with Carmen Segarra, a recently hired bank examiner who reports to Silva. The two disagree about whether Goldman Sachs has a viable overall conflict-of-interest policy; Silva says "yes," and Segarra says "no." Segarra's communication style-aggressive and frank-has irritated both Silva and others in their department, although an independent report had been critical of the NY Fed for being too cozy with the banking institutions it regulated. The tension between Silva and Segarra has reached a breaking point, and Silva must decide how to handle Segarra and whether to fire her. A teaching note accompanies this case and details how it is taught in Darden's ethics and leading organizations courses.

Carmen Segarra, a recently hired bank examiner in the NY Fed's supervisory office for Goldman Sachs, strongly disagrees with her supervisor, Mike Silva, about whether Goldman Sachs has a viable overall conflict-of-interest policy. Silva says "yes," and Segarra says "no." This issue is the latest in which Segarra sees what she considers regulatory capture in the NY Fed/Goldman Sachs's relationship. An independent report had been critical of the NY Fed for being too cozy with the banking institutions it regulated and suggested hiring more aggressive and vocal examiners. Segarra realizes that her aggressive and frank communication style has irritated both Silva and others in their department but is determined to do her job. The tension between Silva and Segarra has reached a breaking point and Segarra must decide what actions she must take to address both the tension and what she considers regulatory capture. A teaching note accompanies this case and details how it is taught in Darden's ethics and leading organizations courses.

What is resilience, and how is a company's resilience measured? Scholars define organizational resilience as the ability to not only survive a hardship, but also to emerge stronger and better prepared to face new challenges in the future. All businesses experience adversity, but relatively few are able to transform these experiences into a catalyst for growth. Members of resilient organizations are also hopeful and confident in their abilities to cope with hardship and view challenges as opportunities to make their organizations better. This case includes the stories of four Virginia companies that employed different strategies for overcoming difficult situations, as told by the current leaders of these businesses. Taken together, these stories provide a range of examples of different approaches to leading through and learning from adversity.

The financial manager at the medical devices start-up Health Haven had to develop a revenue forecast that was aggressive enough to meet required performance targets, but realistic enough to be honest and achievable given a reduced budget. Hunt wanted to "lead from the middle" of his organization by providing an acceptable performance forecast on which Haven could deliver. This case is supported by a teaching note for instructors which contains links to supplemental video for students.

The financial manager at the medical devices start-up Health Haven had to work fast to break down communication barriers and gain advice from stakeholders. He needed to provide a comprehensive budget plan that met the majority of stakeholders' requests. Top of mind was taking steps to rebuild the trust he knew that almost all the stakeholders had lost.