Table of Contents

Contents:

1 Introduction to judgment and leadership 1
Anna B. Kayes and D. Christopher Kayes

PART I CONCEPTUALIZATION AND PROCESSES OF
LEADERSHIP JUDGMENT
2 Cognition counts: cognitive skills contributing to leader judgment 11
E. Michelle Todd, Tanner Newbold and Michael D. Mumford
3 Character-infused judgment and decision making 25
Brenda Nguyen and Mary Crossan
4 The judgment of Arendt 49
Rita A. Gardiner and Katy Fulfer
5 Judgments and justifications 60
Markus Kornprobst
6 How leaders judge creativity: a look into the idea evaluation process 72
Vignesh R. Murugavel and Roni Reiter-Palmon
7 Judgment and decision making: a “brain-first” perspective 87
John P. Sullivan

PART II LEADERSHIP JUDGMENT BARRIERS, BLIND SPOTS,
AND BAD JUDGMENT
8 Hubris, bad judgement and practical wisdom in politics and business 104
Eugene Sadler-Smith
9 Feeling and dirty hands: the role of regret experienced by responsible agents 117
Terry L. Price
10 Context corrupts: what makes leaders fail to see their (mis)behaviors 130
Andrea Pittarello and Roseanne J. Foti
11 Resilience leadership judgment: findings from a cosmology episode
study of the shootdown of Flight MH17 145
Kari A. O’Grady, Matthijs Moorkamp, René Torenvlied and J. Douglas Orton

PART III DEVELOPING AND LEARNING LEADERSHIP JUDGMENT
12 Cultural intelligence and leadership judgment & decision making:
ethnology and capabilities 168
Soon Ang, Thomas Rockstuhl and Georgios Christopoulos
13 Disjuncture and development: a learning theory approach to leadership
judgement 181
Chris Saunders
14 On facilitating the development of leaders’ ability to exercise good judgment 191
Matthew Eriksen
15 Improving leader judgment through experiential learning 202
Anna B. Kayes and D. Christopher Kayes
16 Conclusion: what the chapters tell us about leadership and judgment 218
Anna B. Kayes and D. Christopher Kayes

Index

About the Author

Edited by Anna B. Kayes, Professor of Management, Department of Business Administration, Brown School of Business and Leadership, Stevenson University and D. Christopher Kayes, Professor of Management, Department of Management, School of Business, The George Washington University, US