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Ross Readings

Research by Michigan Ross faculty informs our Michigan Model of Leadership (MMoL) and provides statistically validated lessons for business leaders.

The following works — organized by approximately where they fit into the MMoL — will give readers a strong foundation in the concepts taught at the Ross Leadership Initiative.


Empathy/Collaborative Community

Baker, W. (2000). Achieving success through social capital: Tapping the hidden resources in your personal business networks. San Francisco: Jossey-Bass.

Cameron, K. (2006). Leading with values: Positivity, virtue and high performance. New York: Cambridge University Press.

Cameron, K. (2012). Positive leadership: Strategies for extraordinary performance. (2nd ed.). San Francisco: Berrett-Koehler.

Dutton, J. (2003). Energize your workplace: How to create and sustain high-quality connections at work. San Francisco: Jossey-Bass.

Spreitzer, G., & Quinn, R. (2001). A company of leaders: Five disciplines for unleashing the power in your workforce. San Francisco: Jossey-Bass.

Ulrich, D., & Ulrich, W. (2010). The why of work: How great leaders build abundant organizations that win. New York: McGraw-Hill.

Also see

Ashford, S. (2009). Who can help the CEO? Harvard Business Review, 87(4), 410-476.

Barton, M., & Sutcliffe, K.M. (2010). Learning to stop momentum. Sloan Management Review, 52(3), 69-77.

Cheng, C., Sanchez-Burks, J., & Lee, F. (2008). Taking advantage of differences: Increasing team innovation through identity integration. In K. Phillips, M. Neale, and E. Mannix (Eds.) Research on Managing Groups and Teams (Vol 11), 55-73.

Drive/Robust Results

Tichy, N. (1997). The leadership engine: How winning companies build leaders at every level. New York: Harper Business.

Tichy, N. (2004). The cycle of leadership: How great leaders teach their companies to win (2nd ed.). New York: HarperCollins.

Tichy, N. (2005). Control your destiny or someone else will (4th ed.). New York: HarperCollins.

Tichy, N., & Bennis, W. (2007). Judgment: How winning leaders make great calls. New York: Portfolio.

Ulrich, D., & Smallwood, N. (2007). Leadership brand: Developing customer-focused leaders to drive performance and build lasting value. Boston: Harvard Business School Press.

Wooten, L., & James, E. (2010). Leading under pressure: From surviving to thriving before, during, and after a crisis. New York: Routledge.

Also see

Spreitzer, G., & Parath, C. (2012). Creating sustainable performance. Harvard Business Review, January-February: 92-99.

Integrity/Strategic Structures

Weick, K. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage.

Weick, K. (2001). Making sense of the organization. Oxford, UK: Blackwell.

Weick, K., & Sutcliffe, K. (2007). Managing the unexpected: Resilient performance in an age of uncertainty (2nd ed.). San Francisco: Jossey-Bass.


Also see

Mayer, D., Aquino, K., Greenbaum, R., & Kuenzi. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55, 151-171.

Morgeson, F., DeRue, D. S., & Karam, E. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management, 36, 5-39.

Courage/Creative Change

Cameron, K., & Quinn, R. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). San Francisco: Jossey-Bass.

DeGraff, J., & Quinn, S. (2007). Leading innovation: How to jump start your organization’s growth engine. New York: McGraw-Hill.

DeGraff, J. (2011). Innovation you: Four steps to becoming new and improved. New York: Ballantine.

Prahalad, C. K., & Ramaswamy, V. (2004). The future of competition: Co-creating unique value with customers. Boston: Harvard Business Review Press.

Prahalad, C. K., & Krishnan, M. S. (2008). The new age of innovation: Driving co-created value through global networks. New York: McGraw-Hill.

Quinn, R. (1996). Deep change: Discovering the leader within. San Francisco: Jossey-Bass.

Quinn, R. (2004). Building the bridge as you walk on it: A guide for leading change. San Francisco: Jossey-Bass.

Quinn, R., & Quinn, R. (2009). Lift: Becoming a positive force in any situation. San Francisco: Berrett-Koehler.

Ramaswamy, V., & Gouillart, F. (2010). The power of co-creation: Build it with them to boost growth, productivity, and profits. New York: Free Press.

Tichy, N., & DeRose, C. (2012). Judgment on the front line: How smart companies win by trusting their people. New York: Portfolio.

Also see

Ashford, S., & DeRue, D. S. (2012). Developing as a leader: The power of mindful engagement. Organizational Dynamics, 41 (2), 146-154.

Sanchez-Burks, J., Polman, E., & Kim, S.. (2012, February 25). When truisms are true. The New York Times, pp. SR12.

Sandelands, L. E. (2010). The play of change. Journal of Organizational Change Management, 23, 71-86.

Competing Values & Comprehensive Works

Cameron, K., Quinn, R., DeGraff, J., & Thakor, A. (2006). Competing values leadership: Creating value in organizations. Northampton, MA: Edward Elgar.

Cameron, K., & Lavine, M. (2006). Making the impossible possible: Leading extraordinary performance. San Francisco: Berrett-Koehler.

Cameron, K., & Spreitzer, G. (Eds.). (2012). The oxford handbook of positive organizational scholarship. New York: Oxford University Press.

Ulrich, Dave, Smallwood, Norm, & Sweetman, Kate. (2008). The leadership code: Five rules to lead by. Boston: Harvard Business Review Press.


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