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Amy Edmondson

#16 2015
#15 2013
#35 2011

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. Edmondson teaches and writes on leadership, teams and organizational learning. Her articles have been published in Harvard Business Review and California Management Review, as well as in academic journals such as Administrative Science Quarterly and the Academy of Management Journal.

Her books – Teaming: How organizations learn, innovate and compete in the knowledge economy and Teaming to Innovate (Jossey-Bass, 2012, 2103) – explore teamwork in dynamic work environments. In Building the future: Big teaming for audacious innovation, (Berrett-Koehler, 2016), she 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 (Birkauser Boston, 1987) clarifies Fuller’s mathematical contributions for a non-technical audience. Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design, all from Harvard University.

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