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Center for Leadership Development and Research

 
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Suggested Readings on Leadership

Faculty research covers a broad range of issues and topics relevant to leadership. We encourage you to look at the individual faculty profiles located on the Stanford Graduate School of Business homepage for additional references.

Recent Articles

  • Baron, James and Michael Hannan (2002). "Organizational Blueprints for Success in High-Tech Start-Ups: Lessons from the Stanford Project on Emerging Companies." California Management Review, Vol. 44 (3): 8-36.
  • Bazerman, Max and Maggie Neale (1992). Negotiating Rationally. New York: Simon & Schuster.
  • Canes-Wrone, Brandice and Kenneth W. Shotts. Forthcoming. "The Conditional Nature of Presidential Responsiveness to Public Opinion." Conditionally accepted at the American Journal of Political Science.
  • Collins, James and Jerry Porras (1996). "Building Your Company's Vision," Harvard Business Review, 75(5): 65-78.
  • Conger, Jay and Beth Benjamin (1999). Building Leaders: How Successful Companies Develop the Next Generation. San Francisco: Jossey-Bass Inc.
  • Cooper, Joseph, and David Brady (1981). "Institutional Context and Leadership Style: The House from Cannon to Rayburn," The American Political Science Review, Vol. 75(2): 411-425.
  • Burgelman, Robert (2002). Strategy is Destiny: How Strategy-Making Shapes a Company's Future. London: The Free Press, 2002.
  • Burgelman, Robert (1991). Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research," Organization Science, August: 239-262.
  • Denrell, Jerker (2003). "Vicarious Learning, Undersampling of Failure, and the Myths of Management," Organization Science, May-June: 227-243.
  • Fong, Christina and Larissa Tiedens (2002). "Dueling Experiences and Dual Ambivalences: Emotional and Motivational Ambivalence of Women in High Status Positions," Motivation and Emotion, Vol. 26, No. 1: 105-121
  • Galinsky, A. D., Gruenfeld, D. and H. Magee, J. C. (2003). "From Power to Action," Journal of Personality & Social Psychology 85(3): 453-466.
  • Keltner, D. Gruenfeld, D. and C. Anderson. (2003). "Power, Approach and Inhibition," Psychological Review, 110(2): 265-284.
  • Hannan, M.T., L. Pólos and Glenn Carroll (2002). "Structural Inertia and Organizational Change Revisited I: Architecture, Culture and Cascading Change," Stanford - Graduate School of Business Research Paper Series No. 1732.
  • Kramer, Roderick (2003). "The Harder They Fall," Harvard Business Review, 81(10): 58-66.
  • Kramer, Roderick (2000). "When Paranoia Makes Sense," Harvard Business Review, 80(7): 62-69.
  • Kramer, Roderick (1999). "Trust and Distrust in Organizations: Emerging Perspectives, Enduring Questions," Annual Review of Psychology, 50: 569-598.
  • Kramer, Roderick (1995). "Power, Paranoia and Distrust in Organizations: The Distorted View from the Top," Research on Negotiation in Organizations, 5: 119-154.
  • Lazear, Edward (2002). "Entrepreneurship," NBER Working Paper #9109.
  • Lee, Fiona and Larissa Tiedens (2001). "Is it Lonely at the Top? The Independence and Interdependence of Power Holders," Research in Organizational Behavior, 23: 43-91.
  • Meyerson, Debra (2003). Tempered Radicals: How Everyday Leaders Inspire Change at Work. Boston: Harvard Business School Press.
  • Meyerson, Debra (2003). "Using Difference to Make a Difference," in Rhode, Deborah (Editor). Difference ""Difference''" Makes: Women and Leadership. Palo Alto: Stanford University Press, 2003, 129-143.
  • Meyerson, Debra (2001). "Radical Change, the Quiet Way," Harvard Business Review, 79(9): 92-100.
  • O'Reilly, Charles and Jennifer Chatman (1996). "Culture as Social Control: Corporations, Cults, and Commitment," In: Research in Organizational Behavior, edited by Robert Sutton. Greenwich, Conn.: JAI Press Inc., 157-200.
  • Pfeffer, Jeffrey (2002). "Business and the Spirit: Management Practices That Sustain Values," in Giacalone, Robert and Carole Jurkiewicz (Editors). Handbook of Workplace Spirituality and Organizational Performance. New York: M.E. Sharpe, 2002, 29-45.
  • Pfeffer, Jeffrey (2001). "Business and the Spirit: Management Practice that Sustain Values," Stanford - Graduate School of Business Research Paper Series No. 1713.
  • Pfeffer, Jeffrey and Robert Sutton (2000). The Knowing-Doing Gap: How Smart Companies Turn Knowing into Action. Boston: Harvard Business School Publishing.
  • Pfeffer, Jeffrey and Robert Sutton (1999). "The Smart-talk Trap," Harvard Business Review, 77(3): 134-142.
  • Pfeffer, Jeffrey, R. Cialdini, B. Hanna and K. Knopoff (1998). "Faith in Supervision and the Self-Enhancement Bias: Two Psychological Reasons Why Managers Don't Empower Workers," Basics & Applied Social Psychology, 20(4): 313-321.
  • Pfeffer, Jeffrey (1992). Managing with Power: Politics and Influence in Organizations. Boston: Harvard Business School Publishing.
  • Salancik, Gerald R. and Jeffrey Pfeffer (1977). "Who Gets Power - And How They Hold on to It: A Strategic Contingency Model of Power," Organizational Dynamics, 5(3): 3-20.
  • Stevens, Howard, Roberts, Michael and H. Irving Grousbeck (1999). New Business Ventures and the Entrepreneur. New York: Irwin/McGraw-Hill.
  • Sutton, Robert (2004). "Breakthrough Ideas for 2004: More Trouble Than They're Worth." Harvard Business Review, 83(2): 19-20.
  • Sutton, Robert (2003). "Organizational Behavior: Forgive and Remember," CIO Insight, http://www.cioinsight.com/article2/0, 3959,1125533,00.asp June 16, 2003.
  • Tushman, Michael and Charles O'Reilly (1996). "Ambidextrous Organization: Managing Evolutionary and Revolutionary Change," California Management Review, 38(4): 8-31.