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Faster and Bolder: Give leadership roles only to people you would trust with your children | Professor Audrey Murell
Part three in a series by the Katz Graduate School of Business
Professor Audrey J. Murell is an associate professor of business administration, psychology, public and international affairs at the Katz Graduate School of Business, University of Pittsburgh. She is also director of the David Berg Center for Ethics and Leadership. While she was in Prague in August 2012 to teach during the school’s Global Executive Forum and moderate a panel discussion on ethical negotiations and the real costs of corruption, Murell drew attention to the importance of choosing the right leaders in a society or corporation. Unless we entrust resources to people with competence and high moral standards, we will all have to suffer in the end, she says. Murrell conducts extensive research, teaches, and works with organizations on strategies to enhance their overall effectiveness by utilizing their most valuable assets – their human and social capital. Her work has been widely published in management and psychology journals.
Q: As a professor of the University of Pittsburgh and researcher, what is your main topic of interest at this point?
Q: What is the other theme that preoccupies you?
Q: Is there any reason we should pay such specific attention to this matter?
Q: To what extent is this sort of aware leadership about competence and to what extent about the moral values that you must have as a leader?
The last thing you need is confidence. One of the crucial things is about the focus on experience-based learning. People forget that you don’t build confidence getting speeches and me giving you pep talks and saying: “You’re great, you’re wonderful” and cheering. You build confidence through experience. That’s how you go. The more experience you have in leading, the more experience you have in dealing with crises, the better.
One of the things that is going on with students in the program right now is that I am teaching them social responsibility and ethics in negotiation. We are giving them a lot of work to do; we are giving them challenging demanding problems about real organizations; we are putting them in real negotiation situations and giving them room – and they feel overwhelmed. But it is good. Students tend to become very concerned because they feel overwhelmed just by all the things they needed to accomplish in a short period of time. But guess what? That is exactly what is going to happen to you when you go back to work and face a crisis. And so, that feeling of being overwhelmed and how you navigate through all of that matters because having that experience means that when you go back to work you have the necessary confidence and you know you can navigate through anything.
The AACSB-accredited Katz Executive MBA Worldwide Program enables established managers to take the next steps in their careers. US professors such as Audrey Murrell are flown from Pittsburgh to Prague to deliver each study module. Learn more
This article was part three in a series.
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