Robert I Sutton

Entrepreneurial Thought Leader Speaker Series

Sutton Robert I

10/27/2004

VideoSeries Resource

Summary:

Robert I. Sutton is Professor of Management Science and Engineering in the Stanford Engineering School, where he is Co-Director of the Center for Work, Technology, and Organization, an active researcher and cofounder in the Stanford Technology Ventures Program, an IDEO Fellow and an Honorary PeopleSoft Fellow. Sutton is also a member of the MacArthur Foundation Research Network on Teaching and Learning. Sutton received his Ph.D. in Organizational Psychology from The University of Michigan and has served on the Stanford faculty since 1983. He has also taught at the Haas Business School and was a Fellow at the Center for Advanced Study in the Behavioral Sciences during the 1986-87, 1994-95, and 2002-03 academic years. He has served on the editorial boards of numerous scholarly publications, and as an editor for the Administrative Science Quarterly and Research in Organizational Behavior. Sutton's honors include the award for the best paper published in the Academy of Management Journal, induction into the Academy of Management Journals Hall of Fame, the Eugene L. Grant Award for Excellence in Teaching, the McGraw-Hill Innovation in Entrepreneurship Pedagogy Award, the McCullough Faculty Scholar Chair from Stanford, and selection by Business 2.0 as a leading "management guru" in 2002. Sutton studies the links between managerial knowledge and organizational action, innovation, and organizational performance. He as published over 90 articles and chapters in scholarly and applied publications. He has also published seven books and edited volumes. His research and opinions are often described in the press and he is also currently writing a bi-monthly column for CIO Insight on organizational behavior. Sutton has been a guest on numerous radio and television shows.

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Entrepreneurial Thought Leaders Lecture

Sutton Robert I

5/30/2007

VideoSeries Resource

Summary:

Robert I. Sutton is Professor of Management Science and Engineering in the Stanford Engineering School, where he is Co-Director of the Center for Work, Technology, and Organization, an active researcher and cofounder in the Stanford Technology Ventures Program, an IDEO Fellow and an Honorary PeopleSoft Fellow. Sutton is also a member of the MacArthur Foundation Research Network on Teaching and Learning. Sutton received his Ph.D. in Organizational Psychology from The University of Michigan and has served on the Stanford faculty since 1983. He has also taught at the Haas Business School and was a Fellow at the Center for Advanced Study in the Behavioral Sciences during the 1986-87, 1994-95, and 2002-03 academic years. He has served on the editorial boards of numerous scholarly publications, and as an editor for the Administrative Science Quarterly and Research in Organizational Behavior. Sutton's honors include the award for the best paper published in the Academy of Management Journal, induction into the Academy of Management Journals Hall of Fame, the Eugene L. Grant Award for Excellence in Teaching, the McGraw-Hill Innovation in Entrepreneurship Pedagogy Award, the McCullough Faculty Scholar Chair from Stanford, and selection by Business 2.0 as a leading "management guru" in 2002. Sutton studies the links between managerial knowledge and organizational action, innovation, and organizational performance. He as published over 90 articles and chapters in scholarly and applied publications. He has also published seven books and edited volumes. His research and opinions are often described in the press and he is also currently writing a bi-monthly column for CIO Insight on organizational behavior. Sutton has been a guest on numerous radio and television shows.

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What Great Leaders Do [Entire Talk] - Bob Sutton (Stanford)

Sutton Robert I

11/11/2010

VideoSeries Resource

Summary:

In this lecture that parallels his book Good Boss, Bad Boss, Stanford professor Bob Sutton unpacks the best habits of beloved and effective managers, and details the worst habits of those who fail to lead. The best leaders develop and nurture those who work for them. However, when bosses gain more power, they can easily grow oblivious to the needs of those they lead.

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