Within the topic of executive leadership, several of the M&O
faculty have redefined the meaning of leadership focusing on the
Fundamental State of Leadership (Quinn), building a company of leaders
(Spreitzer and Quinn), and a relational perspective on leadership (Baker and Dutton). Several of our faculty developed the Competing Values
Perspective (Cameron and Quinn) on organizational culture and leadership
development that is being used by practitioners and academics all over
the world. Further, they provide research insights into various
skills relevant to leaders such as seeking feedback (Ashford), enhancing
effectiveness (Ashford), managing diversity (Mayer and Wooten) and issue
selling (Dutton and Ashford). Faculty have developed core
leadership ideas such as developing the leadership engine and leaders as
teachers (Tichy) and have researched core leadership processes such as
how leaders learn from experience (DeRue). Finally, faculty have
examined the influence of fair and ethical leaders in organizations
The M&O faculty have also been leaders in the
study of corporate governance, with groundbreaking studies on the
dynamics of corporate boards, takeovers, institutional investor
activism, and the influence of mutual funds on corporate governance, as
well as broader examinations of the role of the corporation in society
(Davis and Walsh).
Our faculty have pioneered the
domain of research on high reliability organizing and
organizational resilience, opening up entirely new ways to think
about leadership and organizing in ways that reduce errors, promote
reliability and foster resilience. This work on the management of
unexpected evens has been particularly impactful in the wake of crises
such as 9/11, Columbia, Hurricane Katrina and SAARS (Sutcliffe and
The University of Michigan has one of the
largest communities of network researchers in the world, spread
among departments from physics and biology to computer science.
M&O faculty in the Ross School have been in the forefront of applying
network analysis to organizations: both how managers build and use
networks within organizations, and how organizations' external networks
influence their strategies and structure (Baker,
Sytch and Davis).
The M&O faculty members are also widely recognized for their work on the
social impact of the corporation, from the link between social
responsibility and performance to corporate environmentalism and
business initiatives on the AIDS pandemic to building an ethical climate
in organizations (Davis, Hoffman, Mayer, and Walsh).
The faculty in our area have contributed substantially to research on
cross-cultural management and the importance of values for
management which are critical to effective management in a global world
(Baker, Kopelman, Lee, Sanchez-Burks, and Sandelands).
The Center for Positive Organizational Scholarship is the global
center for a new view of leadership and management that focuses on how
work organizations foster human and organizational flourishing.
The Center produces research and teaching materials that support this
new view of leadership and management. The Center has expertise in
research topics such as human thriving at work, empowerment, managing
from strengths, high quality connections and energy networks in firms,
and organizational virtuousness, justice and ethics (Baker, Cameron,
Dutton, Mayer, Quinn, Spreitzer, and Wooten).