Description
Book SynopsisJudgment and Leadership presents original thinking and addresses age-old concerns regarding the relationship between judgment and leadership. These two concepts are inseparable. Judgment guides every action that a leader takes and underlies every thought, emotion, or justification that leaders form. This volume extends the study of judgment and leadership across disciplinary and conceptual boundaries.
For the first time, the most original and influential thinkers on judgment and leadership are brought together in a single volume and they represent a diverse set of disciplines, including critical studies, psychology, political theory, international policy, adult learning theory, management and organizational studies, philosophy, cross-cultural studies, and neuroscience. The result is an engaging look at one of the most important issues facing organizations, politics, and society: leaders and their judgment. The book describes the challenges and opportunities that leaders face when confronted with political, social and business challenges and offers an insightful and comprehensive review of leadership and its role in crisis. The authors explore how a leader's actions and judgments are shaped by their experiences. It is a highly accessible account of how leaders learn and practice judgment and a guide for leaders faced with intense and challenging problems.
Scholars studying leadership, judgment, decision-making, critical thinking or problem-solving seeking the latest original thinking on the topic of leadership and judgment as well as educators seeking to develop their students' knowledge about judgment from a multidisciplinary perspective will find this volume an invaluable resource as will leadership trainers, educators, coaches, and human resource professionals seeking to improve and develop leaders.
Table of ContentsContents: 1 Introduction to judgment and leadership 1 Anna B. Kayes and D. Christopher Kayes PART I CONCEPTUALIZATION AND PROCESSES OF LEADERSHIP JUDGMENT 2 Cognition counts: cognitive skills contributing to leader judgment 11 E. Michelle Todd, Tanner Newbold and Michael D. Mumford 3 Character-infused judgment and decision making 25 Brenda Nguyen and Mary Crossan 4 The judgment of Arendt 49 Rita A. Gardiner and Katy Fulfer 5 Judgments and justifications 60 Markus Kornprobst 6 How leaders judge creativity: a look into the idea evaluation process 72 Vignesh R. Murugavel and Roni Reiter-Palmon 7 Judgment and decision making: a “brain-first” perspective 87 John P. Sullivan PART II LEADERSHIP JUDGMENT BARRIERS, BLIND SPOTS, AND BAD JUDGMENT 8 Hubris, bad judgement and practical wisdom in politics and business 104 Eugene Sadler-Smith 9 Feeling and dirty hands: the role of regret experienced by responsible agents 117 Terry L. Price 10 Context corrupts: what makes leaders fail to see their (mis)behaviors 130 Andrea Pittarello and Roseanne J. Foti 11 Resilience leadership judgment: findings from a cosmology episode study of the shootdown of Flight MH17 145 Kari A. O’Grady, Matthijs Moorkamp, René Torenvlied and J. Douglas Orton PART III DEVELOPING AND LEARNING LEADERSHIP JUDGMENT 12 Cultural intelligence and leadership judgment & decision making: ethnology and capabilities 168 Soon Ang, Thomas Rockstuhl and Georgios Christopoulos 13 Disjuncture and development: a learning theory approach to leadership judgement 181 Chris Saunders 14 On facilitating the development of leaders’ ability to exercise good judgment 191 Matthew Eriksen 15 Improving leader judgment through experiential learning 202 Anna B. Kayes and D. Christopher Kayes 16 Conclusion: what the chapters tell us about leadership and judgment 218 Anna B. Kayes and D. Christopher Kayes Index
