Politics, Governance, and Leadership: What Can We Learn From the Academy of Management’s Response to EO13769?

Authors

Gerald Davis, University of Michigan
Michel Anteby, Boston University
Forrest Briscoe, Boston University
P. Devereux Jennings, University of Alberta
Samina Karim, Northeastern University Boston
Aseem Kaul, University of Minnesota
Sergio Lazzarini, 7Insper Institute of Education and Research Sao Paulo
Banu Ozkazanc-Pan, University of Massachusetts
Paul Donnelly, Technological University DublinFollow
Andreas Rasche, Copenhagan Business School
Anne S. Tsui, University of Notre Dame
Thomas A. Wright, Northeastern University Boston
Todd R. Zenger, University of Utah

Document Type

Article

Rights

Available under a Creative Commons Attribution Non-Commercial Share Alike 4.0 International Licence

Disciplines

Business and Management.

Publication Details

Journal of Management Inquiry

Abstract

Organization design seeks to balance potentially conflicting objectives while achieving a broader mission. EO13769 created a challenge for the president of the Academy of Management in leading through these conflicts, as President Anita McGahan describes: how to be true to her own moral values while leading an organization with well-established design constraints, and members with diverse opinions. This article shares the perspectives of 12 scholars on the lessons we can learn from Professor McGahan’s leadership of a constraining organization through a challenging time.

DOI

https://doi.org/10.1177/1056492619852170

Recommended Citation

Davis, J., Anteby, M, Briscoe, P. et al (2019). Politics, Ggovernance, and leadership: what can we learn from the Academy of Management’s response to EO13769? doi:10.1177/1056492619852170