Photo of Michael Useem

Michael Useem

William and Jacalyn Egan Professor of Management

Editor, Wharton Leadership Digest

Director, Center for Leadership and Change Management

Research Interests: catastrophic and enterprise risk management., corporate change and restructuring, leadership, decision making, and governance

Links: Personal Website

  • Luis Ballesteros, Michael Useem, Tyler Wry (2016), Masters of disasters: An empirical analysis of how societies benefit from corporate disaster giving , Academy of Management Journal, Forthcoming.
  • Michael Useem, Harbir Singh, Peter Cappelli, Jitendra Singh (2015), "Indian Business Leadership: Broad Mission and Creative Value", The Leadership Quarterly
  • Michael Useem (2015), “From Classwide Coherence to Company-Focused Management and Director Engagement,” , Research in the Sociology of Organizations, 43.
  • Michael Useem, Andrea Useem (2014), “Exceptional Frontline Performance: Learning from the Medal of Honor Tradition", Organizational Dynamics
  • Michael Useem, Rodrigo Jordán, Matko Koljatic (2011), “How to Lead During a Crisis: Lessons from the Rescue of the Chilean Miners", MIT Sloan Management Review, V. 53, no. 1, Fall, 2011, pp. 1-7.
  • Michael Useem (2010), “Four Lessons in Adaptive Leadership", Harvard Business Review, November, 2010.  Abstract  Related Materials
  • Peter Cappelli, Harbir Singh, Jitendra Singh, Michael Useem (2010), "Leadership Lessons From India", Harvard Business Review, 90-97.  Abstract
  • Michael Useem, Harbir Singh (2010), “The India Way: Lessons for the U.S.", Academy of Management Perspectives, 24 (2), 6 - 24.
  • Michael Useem (2006), “Oversight and Delegation in Corporate Governance: Deciding What the Board Should Decide", Corporate Governance
  • Michael Useem (2006), "How Well-Run Boards Make Decisions,", Harvard Business Review  Abstract
  • Michael Useem, James Cook, Larry Sutton (2005), "Developing Leaders for Decision Making Under Duress: Wildland Firefighters in the South Canyon Fire and Its Aftermath", Academy of Management Learning and Education, 2005, pp. 461-485.  Abstract