MICHAEL USEEM is William and Jacalyn Egan Professor of Management and Director of the Center for Leadership and Change Management at the Wharton School, University of Pennsylvania.

Professor Useem has completed studies of corporate organization, ownership, governance, restructuring, leadership, and teamwork. He is author of The Leader’s Checklist (Wharton Digital Press, 2011), co-author of The India Way: How India’s Top Business Leaders Are Revolutionizing Management (Harvard Business Press, 2010); co-author and co-editor of Learning from Catastrophes (Wharton School Publishing, 2009); author of The Go Point: When It’s Time to Decide (Random House, 2006); the co-author and co-editor of Upward Bound: Nine Original Accounts of How Business Leaders Reached Their Summits (Random House, 2003); author of Leading Up: How to Lead Your Boss So You Both Win (Random House, 2001), The Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All (Random House, 1998), Investor Capitalism: How Money Managers Are Changing the Face of Corporate America (HarperCollins, 1996) and Executive Defense: Shareholder Power and Corporate Reorganization (Harvard University Press, 1993); co-author of Change at Work (Oxford University Press, 1997) and Turbulence in the American Workplace (Oxford University Press, 1991); co-editor of Transforming Organizations (Oxford University Press, 1992); co-author of Educating Managers (Jossey-Bass, 1986); and author of The Inner Circle: Large Corporations and the Rise of Business Political Activity in the U.S. and U.K. (Oxford University Press, 1984).

Michael Useem’s articles have appeared in the Administrative Science Quarterly, California Management Review, Chicago Tribune, Corporate Governance, Directors and Boards, Fast Company, Financial Times, Fortune, Harvard Business Review, McKinsey Quarterly, New York Times, Sloan Management Review, U.S. News & World Report, Washington Post, Wall Street Journal and elsewhere.

Michael Useem has presented programs and seminars on leadership and change with Abbott Laboratories, Accenture, ADP, American Express, Amgen, Berkshire Partners, Canadian Imperial Bank of Commerce, Cargill, CEO Academy, China Minsheng Banking Corporation, Citigroup, Cisco Systems, Citic Bank (China), Coca-Cola, Columbia Energy, Comcast, Computer Sciences Corporation, Daimler, Deloitte, DuPont, Entergy, Eli Lilly, Estee Lauder Companies, Federal Executive Institute, Fidelity Investments, GlaxoSmithKline, Goldman Sachs, Google, Grupo Santander (Chile), Hartford Insurance, Hearst, Hewlett-Packard, HSM, IBM, ICICI Bank (India), Intel, Johnson & Johnson, Kimberly-Clark, KPMG, Liberty Mutual Insurance, Lucent Technologies, MassMutual, MasterCard, McGraw-Hill, Medtronic, Merck, Microsoft, Milliken, Morgan Stanley, Motorola, National Football League, Navigant, The New York Times, Nokia, Northrop Grumman, Novartis, Penske, Petrobras (Brazil), Petroleos de Venezuela, Pew Charitable Trusts, PriceWaterhouse Coopers, Raytheon, Samsung, Securities Association of China, Siemens, Singapore General Hospital, Sprint, 3Com Corporation, Thomson Financial, Toyota, Travelers, Verizon, United Healthcare, United Technologies, U.N. Development Programme, U.S. Department of Justice, U.S. Department of Veteran Affairs, U.S. Marine Corps, U.S. Military Academy, World Economic Forum, and other organizations.

Michael Useem has consulted on governance with Fannie Mae, HealthSouth, Tyco International, and other companies; and on organizational development and change with the U.S. Agency for International Development, U.N. Food and Agriculture Organization, Organization of American States, and other agencies in Latin America, Asia, and Africa.