Dr. Michael Roberto is the Trustee Professor of Management at Bryant University in Smithfield, RI. He joined the tenured faculty at Bryant after serving for six years on the faculty at Harvard Business School. He has also been a Visiting Associate Professor of Management at New York University's Stern School of Business.
His research focuses on decision-making, teamwork, and leadership. He has published three books, the latest of which is titled Unlocking Creativity (Wiley, 2019), Why Great Leaders Don't Take Yes For An Answer (2nd edition published in 2013), and Know What You Don't Know (published in 2009). He also has developed three Great Courses lecture series, the best-selling Everest Leadership and Team Simulation, and the award-winning Columbia's Final Mission multi-media case study about the 2003 space shuttle accident.
Dr. Roberto has taught in leadership development programs and consulted at several firms, including Mars, Deloitte, Google, Target, Apple, FedEx, Disney, Morgan Stanley, IBM, Wal-Mart, Amica, and Textron. He's also presented at numerous government organizations, including the FBI, NASA, Joint Special Operations Command, the Air War College, and West Point.
He received an A.B. with honors from Harvard College in 1991. He earned an M.B.A. from Harvard Business School in 1995, graduating as a George F. Baker Scholar. He also received his doctorate from Harvard Business School in 2000.
Building and Leading a Team
Case Study: The 1996 Mount Everest Tragedy
Designing an Effective Decision-Making Process
Case Study: Bay of Pigs and Cuban Missile Crisis.
Through the study of these two classic decisions by President Kennedy, we
compare and contrast how these two teams managed conflict more vs. less
effectively. It also provides an interesting contrast in the leadership
approach that Kennedy took in the failed decision vs. the later successful
one. Specifically, he learned a great deal from the failure, and adapted his
leadership style and his decision-making process in several critical ways in the latter case.
Fostering Innovative Decision-Making Case Study: IDEO
IDEO is one of the world’s leading product design firms. How has this firm
consistently designed innovative, market leading products for companies in
a wide variety of industries? What are the critical components of their highly
creative, yet disciplined process for innovation and new product development?
This case study allows us to examine how leaders at IDEO foster creativity and
innovation, and build and lead high-performing teams. It also helps us
understand the ways in which the leaders at IDEO have created a culture that
encourages and stimulates innovation, which enables IDEO to sustain
competitive advantage over time in a dynamic industry.
Senior Leaders |
⇒ | APPLICABLE IF IT MATCHES A DEVELOPMENT NEED |
Mid-Level-Leaders |
⇒ | PRIMARY TARGET AUDIENCE |
Emerging Leaders and Functional Experts |
⇒ | PRIMARY TARGET AUDIENCE |