Amy Edmondson, Novartis professor of leadership and management, Harvard Business School

The position was established to support the study of human interactions that lead to the creation of successful enterprises

Edmondson has been recognised by the biannual Thinkers50 global ranking of top management thinkers, and honoured for her work by HR magazine. Her research on teaming, psychological safety, and leadership has influenced corporate and academic audiences around the world, through articles in Harvard Business Review and California Management Review, as well as in numerous academic journals including Administrative Science Quarterly and the Academy of Management Review. Her books – Teaming: How organizations learn, innovate and compete in the knowledge economy and Teaming to Innovate – explore teamwork in dynamic work environments. Her most recent book, Building the future: Big teaming for audacious innovation, examines the challenges and opportunities of teaming across industries.

Before her academic career, she was director of research at Pecos River Learning Centers, where she worked on transformational change in large companies. In the early 1980s she worked as chief engineer for architect/inventor Buckminster Fuller, and her book A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller clarifies Fuller's mathematical contributions for a non-technical audience. Edmondson received her PhD in organisational behaviour, Masters in psychology, and Bachelors in engineering and design all from Harvard University. She lives with her husband George Daley, a physician scientist, and their two teenage sons.

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