Professor Warren Bennis, the Global Advisory Board co-chair at the Center for Public Leadership, discusses his latest book "Geeks & Geezers: How Era, Values, and Defining Moments Shape Leaders" at Harvard Kennedy School.

"Geeks & Geezers" with Warren Bennis

Michael Norton, an Associate Professor of Business Administration and Marvin Bower Fellow at Harvard Business School presents his latest research to the Leadership Research Seminar series at Harvard Kennedy School's Center for Public Leadership.

"How do people justify their sometimes regrettable behavior to themselves—such as discriminating against others on the basis of gender and race? We suggest that a common strategy is to cloak decision-making in more acceptable terms: when people make decisions based on questionable criteria—such as gender—they scan the environment for other less controversial attributes that can be recruited to justify their decisions. We demonstrate this general process in domains ranging from racism in the legal system to gender discrimination, showing that in each case, decision-makers are careful to find other mundane attributes to mask the true reasons underlying their biased decision making."

"Justifying and Rationalizing Questionable Behavior" with Michael Norton

Michele Gelfand, Professor of Psychology and Distinguished University Scholar Teacher, University of Maryland, College Park presents "Conflict Cultures in Organizations: How Leaders Shape Conflict Cultures and Their Organizational-Level Consequences" as part of the Center for Public Leadership's Leadership Research Seminar series.

"Conflict Cultures in Organizations" with Michele Gelfand

CPL director David Gergen delivers the Morning Prayer at Harvard's Memorial Church. 

Morning Prayer at Memorial Church: David Gergen

Drawing on an interview-based study of U.S. Transportation Security Administration (TSA) employees at a large urban airport, Anteby examines what it means for individuals to work under surveillance. The interviews found an apparent contradiction: employees were both visible and invisible to management. While their behavior was constantly monitored, and therefore visible to management, employees felt that their selves remained largely invisible. Furthermore, to deal with surveillance, employees mobilized strategies of invisibility and visibility involving both their behavior and their selfhood. Thus invisibility should be conceptualized as both a problem and a resource for employees. In his talk, Anteby discusses the implications of this proposition for theories of surveillance and control.

"Being Seen and Going Unnoticed" with Michel Anteby

Established through a generous gift from the Wexner Foundation, the Center for Public Leadership at Harvard Kennedy School seeks to advance the frontiers of knowledge about leadership through research and teaching. It is equally committed to broadening and deepening the pool of leaders for the common good through cocurricular activities that include skill-building workshops, public service fellowships, and programming in leadership for social change.

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