After retiring from a long and successful career in financial auditing, Linda McGill looked forward to the prospect of joining a board. She felt the time was right to leverage the breadth of her experience while fulfilling one of her long-term goals. Though somewhat of a stretch, the thought of helping to guide a complex, multinational listed company was particularly exciting, given not only the scale of the responsibility, but also the potential prominence and financial upside it could bring her. At the same time, Linda also considered an invitation to join the board of a midsize, PE-backed family company she had worked closely with in the past. Though appreciative for the offer, she was aware that the company was facing ongoing challenges that might require a serious time commitment from her to address. How would Linda weigh the tradeoffs of her options?

In 1997, Patrick Awuah had a dream: to bring liberal arts education to Ghana. Amid the country's declining economy and pervasive corruption problems, Awuah saw education as an opportunity to reverse its fortunes by investing in the next generation of African leaders. Five years later, he and his team established Ashesi University, which differentiated itself from Ghana's traditional educational model by remaining privately funded (and therefore independent from Ghana's public school system), religiously unaffiliated, and - in service of its mission of developing future leaders - operative under an honor code that allowed students to take exams without supervision, an unprecedented practice in Ghana. This case follows Awuah's efforts to establish and grow Ashesi University and provides insight into the role that leadership can play in operationalizing purpose, especially in entrepreneurial ventures.

In 2023, RMZ Corporation ("RMZ") a large family-owned real estate firm based in Bengaluru, India, announced plans to transform from a commercial real estate developer to a diversified alternative asset owner. Over the next 5 years, RMZ looked to grow its real estate portfolio from $13 billion to $40 billion and generate an additional $15 billion in asset growth from its new infrastructure business. Some of this expansion was to occur in markets outside of India. Were RMZ's goals achievable? What would it take to execute this plan? What were the risks?

This technical note describes an important rationalization process called moral disengagement that helps explain why and how people make decisions that stray away from the values they claim to hold. This reading explains what moral disengagement is, how to identify it in the words and rationales people provide to explain their choices, and why it is such a pernicious problem facing leaders. At the Darden School of Business, this technical note has been taught in the second-year "Defining Moments" course, as well as many executive education formats. It would also be suitable for class discussion about making values-driven decisions.

This case, which concludes the scenario set up in "Matteo Hill at Drawn, Inc. (A)" (UVA-OB-1293) and "Matteo Hill at Drawn, Inc. (B)" (UVA-OB-1459), reveals the outcome of the heated discussion about recently acquired start-up Drawn, Inc., sharing the raw data from internal pulse surveys.

Set in March 2024, this case asks students to take the perspective of Oli cofounder and CEO Sathish Gangichetty as he approaches an impact investor for seed funding. Oli is an app that draws on artificial intelligence (AI) to improve users' mental hygiene through short daily interactions. The case describes Gangichetty's inspiration for creating the app and provides an overview of the app's features. The case promotes a discussion of the benefits and drawbacks of AI wellness programs at the individual, organizational, and societal levels. A feature that will be a benefit for some stakeholders may be a weakness for others. There is a tension between AI user privacy and organizational or societal safety. Therefore, individuals involved in AI development, implementation, and use must make tradeoffs about which features-and stakeholders-they will prioritize for a given product. This analysis provides a framework for evaluating an AI tool's impact on different stakeholders, and highlights the factors that business leaders must consider when implementing a new AI product in their organization. At Darden, this case is taught in "Minds and Machines," an elective course for second-year MBA students. The course draws on research from psychology and AI to teach students how to responsibly use AI in their future careers as business leaders. The course assesses AI's impact on individuals, organizations, and society, and highlights both the opportunities and the risks involved in AI development and implementation. This case would also be suitable for MBA and executive education courses on leadership and technology, AI and organizational culture, and ethics and technology.

There's a widespread understanding that managing corporate culture is key to business success. Yet few companies articulate their culture in such a way that the words become an organizational reality that molds employee behavior as intended. All too often a culture is described as a set of anodyne norms, principles, or values, which do not offer decision-makers guidance on how to make difficult choices when faced with conflicting but equally defensible courses of action. The trick to making a desired culture come alive is to debate and articulate it using dilemmas. If you identify the tough dilemmas your employees routinely face and clearly state how they should be resolved-"In this company, when we come across this dilemma, we turn left"-then your desired culture will take root and influence the behavior of the team. To develop a culture that works, follow six rules: Ground your culture in the dilemmas you are likely to confront, dilemma-test your values, communicate your values in colorful terms, hire people who fit, let culture drive strategy, and know when to pull back from a value statement.

This case set uses the example of Supreme Court of the United States (SCOTUS) Justice Sonia Sotomayor to discuss issues of communicating identity at work and to explore possible options for impression management over the course of one's career. As a law student, attorney, and lower court judge, Sotomayor leaned into her Latina identity, often referencing it as an important part of who she was. When then President Barack Obama nominated Sotomayor for SCOTUS, she faced scrutiny over past comments, some identity related, that were construed to be evidence of judicial bias and that, in the eyes of some, made her unfit for the job. Sotomayor is faced with various options as to how she should respond in her nomination hearings before Congress. This case, a follow-up to both "'A Wise Latina': Sonia Sotomayor's Journey to the Supreme Court (A)" (UVA-OB-1429) and "'A Wise Latina': Sonia Sotomayor's Journey to the Supreme Court (B)" (UVA-OB-1430), provides a glimpse into how Sotomayor approached issues of identity and professional image after she was appointed. This case set examines the choices that many professionals, particularly those who are underrepresented in a professional space, face at various career stages when managing their identities at work. To what extent should individuals adjust their self-presentation if they are receiving signals of disapproval? Might identity-communication strategies vary depending on one's career stage? Students have an opportunity to proactively ponder how they want to present themselves at work while uncovering the benefits and costs of trying to merge aspects of their authentic selves with expected professional standards. This case series would be appropriate in courses on gender and leadership or ones about diversity, equity, inclusion, and belonging (DEIB) more broadly. The cases could also be used in a leadership communication course to discuss how individuals communicate aspects of themselves in professional settings.

This case set uses the example of Supreme Court of the United States (SCOTUS) Justice Sonia Sotomayor to discuss issues of communicating identity at work and to explore possible options for impression management over the course of one's career. As a law student, attorney, and lower court judge, Sotomayor leaned into her Latina identity, often referencing it as an important part of who she was. When then President Barack Obama nominated Sotomayor for SCOTUS, she faced scrutiny over past comments, some identity related, that were construed to be evidence of judicial bias and that, in the eyes of some, made her unfit for the job. Sotomayor is faced with various options as to how she should respond in her nomination hearings before Congress. This case, a follow-up to "'A Wise Latina': Sonia Sotomayor's Journey to the Supreme Court (A)" (UVA-OB-1429), reveals how Sotomayor framed her identity to establish common ground and also how she navigated criticism about identity expression. This case set examines the choices that many professionals, particularly those who are underrepresented in a professional space, face at various career stages when managing their identities at work. To what extent should individuals adjust their self-presentation if they are receiving signals of disapproval? Might identity-communication strategies vary depending on one's career stage? Students have an opportunity to proactively ponder how they want to present themselves at work while uncovering the benefits and costs of trying to merge aspects of their authentic selves with expected professional standards. This case series would be appropriate in courses on gender and leadership or ones about diversity, equity, inclusion, and belonging (DEIB) more broadly. The cases could also be used in a leadership communication course to discuss how individuals communicate aspects of themselves in professional settings.

This case set uses the example of Supreme Court of the United States (SCOTUS) Justice Sonia Sotomayor to discuss issues of communicating identity at work and to explore possible options for impression management over the course of one's career. As a law student, attorney, and lower court judge, Sotomayor leaned into her Latina identity, often referencing it as an important part of who she was. When then President Barack Obama nominated Sotomayor for SCOTUS, she faced scrutiny over past comments, some identity related, that were construed to be evidence of judicial bias and that, in the eyes of some, made her unfit for the job. Sotomayor is faced with various options as to how she should respond in her nomination hearings before Congress. This case recounts Sotomayor's early life, education, and career history, as well as the controversy surrounding her nomination. Opponents were disturbed by her "wise Latina" comment, interpreted as Sotomayor advocating for individuals' past experiences to shape their judicial decisions. This case offers an overview of conversations about Sotomayor in the political, legal, and public arena leading up to her nomination hearings. This case set examines the choices that many professionals, particularly those who are underrepresented in a professional space, face at various career stages when managing their identities at work. To what extent should individuals adjust their self-presentation if they are receiving signals of disapproval? Might identity-communication strategies vary depending on one's career stage? Students have an opportunity to proactively ponder how they want to present themselves at work while uncovering the benefits and costs of trying to merge aspects of their authentic selves with expected professional standards. This case series would be appropriate in courses on gender and leadership or ones about diversity, equity, inclusion, and belonging (DEIB) more broadly. The cases could also be used in a leadership communication course to discuss how individuals communicate aspects of themselves in professional settings.

When looking to fill a position above entry level, companies have two choices: transfer/promote an internal candidate, or hire from the outside. Anecdote and research alike show that external hires are usually offered a higher starting salary than internal candidates.

SofMedica Group had expanded from its origins as a medical equipment distributor in Romania to a holding company with four business lines operating in six countries. This expansion had been driven by SofMedica's mission: to make cutting edge medical technology available to the remotest patient by enabling healthcare professionals through education and access to innovation. As the company marked its 30-year anniversary Georgios Sofianos, SofMedica's CEO and owner, considered the many opportunities and challenges facing SofMedica.

This case is about the decision-making process that led André and Rosalie Hoffmann to establish InTent, a non-governmental organization that forges action-based partnerships that fight for sustainable solutions for business, people and planet. The InTent platform now counts 29 partners that include notable NGOs like the WWF, the United Nations Convention to Combat Desertification, the Club of Rome, and the Nature Positive Initiative. Also prominent within the InTent community are academic organizations like INSEAD's Hoffmann Institute that sponsor programmes to accelerate nature-positive change. In partnership with the SDG Tent, InTent makes their voices heard at major events, including one of the most closely watched gatherings of world leaders, the annual World Economic Forum in Davos.

Why understanding three often-overlooked barriers to inclusion is essential to address subtle and vocal opposition to workplace DEI initiatives.

Why every direct report has a weakness leaders must manage, including the ones who shine.

In 2023, Cindy Rose, President of Microsoft Western Europe, faced a critical decision. Rose grappled with the potential impact of widespread layoffs on psychological safety and the cultural transformation she had championed since her arrival. When Rose had first joined MSWE, her leadership team had faced significant challenges around culture, motivation, and team dynamics; Rose had worked diligently to change the culture across MSWE to foster a collaborative and innovative environment. Now, she wondered: Would these layoffs undo all the hard work? Could the cultural shift she had nurtured sustain the organization through this tough period? The case examines Rose's strategies for building psychological safety and transforming organizational culture, and the role of a General Manager in engaging people and achieving performance amidst profound change.

Established in 1980, Chandos Construction (Chandos), a Canadian general contractor, prioritized inclusivity, collaboration, and innovation. As the largest B Corporation-certified commercial builder in North America, Chandos aimed to create a legacy and promote shared prosperity through employee ownership. The vice-president of Collaborative Construction at Chandos, Jen Hancock, championed initiatives such as lean integration and waste diversion policies. In September 2023, she prepared for a meeting with the project management team to propel sustainable construction initiatives forward. She aimed to advance Chandos's sustainable construction and believed that integrated project delivery (IPD) could revolutionize the industry, aligning with the company's goal of achieving net zero by 2040. Despite challenges in wider IPD adoption and collaboration on smaller projects, Chandos saw an opportunity to lead by emphasizing both environmental and human health aspects.