Through books and scholarly submissions, CPL faculty and affiliates offer cutting-edge research in the areas of public policy, innovation, decision-making, and leadership.


Eyewitness to Power: The Essence of Leadership, Nixon to Clinton
Eyewitness to Power: The Essence of Leadership, Nixon to Clinton, 2000. Publisher's VersionAbstract

From Nixon to Clinton, Watergate to Whitewater, few Americans have observed the ups and downs of presidential leadership more closely over the past thirty years than David Gergen. A White House adviser to four presidents, both Republican and Democrat, he offers a vivid, behind-the-scenes account of their struggles to exercise power and draws from them key lessons for leaders of the future.

As the twenty-first century opens, Gergen argues, a new golden age may be dawning in America, but its realization will depend heavily upon the success of a new generation at the top. Drawing upon all his many experiences in the White House, he offers seven key lessons for leaders of the future. What they must have, he says, are: inner mastery; a central, compelling purpose rooted in moral values; a capacity to persuade; skills in working within the system; a fast start; a strong, effective team; and a passion that inspires others to keep the flame alive.
Eyewitness to Power is a down-to-earth, authoritative guide to leadership in the tradition of Richard Neustadt's Presidential Power and the Modern Presidents

Leadership Without Easy Answers
Heifetz, Ronald. Leadership Without Easy Answers, 1994. Publisher's VersionAbstract

The economy uncertain, education in decline, cities under siege, crime and poverty spiraling upward, international relations roiling: we look to leaders for solutions, and when they don't deliver, we simply add their failure to our list of woes. In doing do, we do them and ourselves a grave disservice. We are indeed facing an unprecedented crisis of leadership, Ronald Heifetz avows, but it stems as much from our demands and expectations as from any leader's inability to meet them. His book gets at both of these problems, offering a practical approach to leadership for those who lead as well as those who look to them for answers. Fitting the theory and practice of leadership to our extraordinary times, the book promotes a new social contract, a revitalization of our civic life just when we most need it. Drawing on a dozen years of research among managers, officers, and politicians in the public realm and the private sector, among the nonprofits, and in teaching, Heifetz presents clear, concrete prescriptions for anyone who needs to take the lead in almost any situation, under almost any organizational conditions, no matter who is in charge, His strategy applies not only to people at the top but also to those who must lead without authority—activists as well as presidents, managers as well as workers on the front line.

The Political Presidency: Practice of Leadership from Kennedy through Reagan
Kellerman, Barbara. The Political Presidency: Practice of Leadership from Kennedy through Reagan, 1984. Publisher's VersionAbstract

How presidents lead—or fail to—is the central concern of this pointed analysis of political leadership in America. Beginning with a solid theoretical examination of the political leadership, Kellerman moves on to assess the nature of presidential power under America's six most recent administrations and considers the way each president handled the most important item on his domestic agenda.

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Journal Articles

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Working Papers

Jeong, Martha, Julia Minson, Michael Yeomans, and Francesca Gino. “Communicating with Warmth in Distributive Negotiation is Surprisingly Counterproductive,” 2019. Publisher's VersionAbstract
Abstract.When entering into a negotiation, individuals have the choice to enact a varietyof communication styles. We test the differential impact of being “warm and friendly” versus “tough andfirm” in a distributive negotiation whenfirst offers are held constantand concession patterns are tracked. We train a natural language processing algorithmto precisely quantify the difference between how people enact warm and friendly versustough andfirm communication styles. Wefind that the two styles differ primarily in lengthand their expressions of politeness (Study1). Negotiators with a tough andfirm com-munication style achieved better economic outcomes than negotiators with a warm andfriendly communication style in both afield experiment (Study2) and a laboratory ex-periment (Study3). This was driven by the fact that offers delivered in tough andfirmlanguage elicited more favorable counteroffers. We furtherfind that the counterparts ofwarm and friendly versus tough andfirm negotiators did not report different levels ofsatisfaction or enjoyment of their interactions (Study3). Finally, we document that in-dividuals’lay beliefs are in direct opposition to ourfindings: participants believe thatauthors of warmly worded negotiation offers will be better liked and will achieve bettereconomic outcomes (Study4).
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Other Publications


Gordon, Rachel, and Alnoor Ebrahim. “ActionAid International: Globalizing Governance, Localizing Accountability,” 2010. Publisher's VersionAbstract

As a global NGO working in 45 countries, ActionAid International aims to eradicate poverty by addressing its underlying causes such as injustice and inequality. This case follows a series of radical transformations implemented by the organization's CEO, Ramesh Singh—a power shift from its headquarters in London to an international secretariat in Johannesburg; a new federated governance structure that increases the influence of units in Africa and Asia; and, innovations in accountability and transparency to the poor communities with which it works. But as Singh gets ready to step down after seven years, he is confronted with challenges from newly empowered country units that he feels risk taking the organization in the wrong direction. How will the divisions between the Northern and Southern units play out? Will they tear the organization apart, just when it is becoming a global player?


Book Chapters

Fung, Archon. “Popular Election Monitoring.” In Race, Reform, and Regulatory Institutions: Recurring Puzzles in American Democracy, edited by Heather Gerken, Guy-Uriel E Charles, and Michael S Kang, 2011. Publisher's Version
Fung, Archon, and Susan Rosegrant. “What Should Be Built at Ground Zero?” In Ethics and Politics: Cases and Comments, edited by Amy Gutmann and Dennis F Thompson, 303-312. 4th ed. Belmont, Ca: Thomson-Wadsworth, 2006.
Fung, Archon. “Democracy and the Policy Process.” In Oxford Handbook of Public Policy, edited by Martin Rein, Michael Moran, and Robert E Goodin, 669-685. New York: Oxford University Press, 2006.
Fung, Archon, and Scott Zdrazil. “Ecologies of Workforce Development in Milwaukee.” In Workforce Development Politics: Civic Capacity and Performance, edited by Robert P Giloth, 75-101. Philadelphia: Temple University Press, 2004.