This guide which, for years, has prepared military, emergency, and first responders to face psychological, social, and physical challenges of leading in dangerous contexts has been updated. The author team, which includes scholars and practitioners, has integrated current research findings, incorporated topics not covered in the prior edition and has created a reference work relevant to leaders at all levels (entry, mid, and senior) in organizations that operate in dangerous contexts. Leadership in Dangerous Situations, Second Edition includes nine new chapters that address character development, ethical decision-making and action, leading in uncertain times, empowering initiative, leading taskforces and cross-functional teams, operating in complex social and political environments, tactical and operational decision-making and planning, red teaming, and incident command. The authors wrote their chapters as acts of service to enhance the professions that serve their countries and societies.
Despre autor
Patrick J. Sweeney, Ph D, Colonel (retired), U.S. Army, is a professor of practice and executive director of the Allegacy Center for Leadership and Character, School of Business, Wake Forest University. He commanded 3rd Battalion, 320 Field Artillery, 101st Airborne Division and served with the 101st during Operation Iraqi Freedom I.
Michael D. Matthews, Ph D, is a professor of engineering psychology at West Point. He is the author of numerous books, chapters, and scientific articles. His most recent book, co-authored by Lieutenant General (retired) Robert Caslen, is
The Character Edge: Leading and Winning with Integrity.
Paul B. Lester, Ph D, is an associate professor of ethical leadership at the Naval Postgraduate School and previously served as the founding director of the Research Facilitation Laboratory. He served as an infantry officer and later as a research psychologist in several locations including West Point, the Pentagon, Iraq, and Afghanistan.
Sean T. Hannah, Ph D, is the Wilson Chair at Wake Forest University School of Business, and a retired U.S. Army colonel and infantry officer with experience in four combat and contingency operations. He researches leadership and leader development and has over seventy peer reviewed publications.
Brian J. Reed, Ph D, Colonel, U.S. Army, is a Professor, U.S. Military Academy and the Chief of Staff. He commanded 1-24 IN and 1/25 SBCT, and was Director of the Commander’s Action Group for the USCENTCOM CDR. He has multiple combat and operational deployments to include Iraq and Afghanistan.
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