So far in this course we have dealt entirely with the evolution of characters that are controlled by simple Mendelian inheritance at a single locus. There are notes on the course website about gametic disequilibrium and how allele frequencies change at two loci simultaneously, but we didn’t discuss them. In every example we’ve considered we’ve imagined that we could understand something about evolution by examining the evolution of a single gene. That’s the domain of classical population genetics. For the next few weeks we’re going to be exploring a field that’s actually older than classical population genetics, although the approach we’ll be taking to it involves the use of population genetic machinery. If you know a little about the history of evolutionary biology, you may know that after the rediscovery of Mendel’s work in 1900 there was a heated debate between the “biometricians” (e.g., Galton and Pearson) and the “Mendelians” (e.g., de Vries, Correns, Bateson, and Morgan). Biometricians asserted that the really important variation in evolution didn’t follow Mendelian rules. Height, weight, skin color, and similar traits seemed to

Human biochemical genetics

Entrepreneurship: Past Research and Future Challenges

While the study of psychology has offered little in the way of explaining the creative process, Koestler examines the idea that we are at our most creative when rational thought is suspended--for example, in dreams and trancelike states. All who read The Act of Creation will find it a compelling and illuminating book.

The Act of Creation

Followers' identification with the leader and the organizational unit, dependence on the leader, and empowerment by the leader are often attributed to transformational leadership in organizations. However, these hypothesized outcomes have received very little attention in empirical studies. Using a sample of 888 bank employees working under 76 branch manages, the authors tested the relationships between transformational leadership and these outcomes. They found that transformational leadership was positively related to both followers' dependence and their empowerment and that personal identification mediated the relationship between transformational leadership and followers' dependence on the leader, whereas social identification mediated the relationship between transformational leadership and followers' empowerment. The authors discuss the implications of these findings to both theory and practice.

The two faces of transformational leadership: Empowerment and dependency.

Although failure in entrepreneurship is pervasive, theory often reflects an equally pervasive antifailure bias. Here, I use real options reasoning to develop a more balanced perspective on the role of entrepreneurial failure in wealth creation, which emphasizes managing uncertainty by pursuing high-variance outcomes but investing only if conditions are favorable. This can increase profit potential while containing costs. I also offer propositions that suggest how gains from entrepreneurship may be maximized and losses mitigated.

Falling Forward: Real Options Reasoning and Entrepreneurial Failure

Organizational Stress: A Call for Management Action.

The Irrational executive : psychoanalytic explorations in management

LEADERS AND THE ORGANIZATION. If I'm the Leader, Will Anyone Follow? A Definition of Leadership. Welcome to the Snake Pit: The New CEO. Boiled Frogs and Dancing Elephants: Change and Downsizing. Merger Fever: Managing Acquisition. Do You Like Singing the Company Song? Corporate Culture. A Cultural Tower of Babel: Managing Across Borders. Are You Sure You Want to Work Abroad? International Assignments. Do You Have the Right Stuff? The Making of a Global Leader. When the Future Is Now: Leadership for the Next Millennium. LEADERS AND INDIVIDUALS. Is Anatomy Really Destiny? Women as Leaders. Joining the Family Burlesque: Family Firms. Reaping the Whirlwind: Creativity at Work. CEOs Also Have the Blues: Succession and Retirement. Do Workaholics Have More Fun? Balancing Work and Pleasure. Dead Fish, Incorporated: Alexithymia in Organizations. Doing a Maxwell: The Dark Side of Entrepreneurship. Why Work for a Genghis Khan? Identifying with the Aggressor. Leaders Who Go Off the Deep End: Narcissism and Hubris. Conclusion: In Praise of a Little Madness.

Life and Death in the Executive Fast Lane: Essays on Irrational Organizations and Their Leaders

Origins of charisma: Ties that bind the leader and the led.

In The Hedgehog Effect, Manfred Kets de Vries presents the case for leadership group coaching as an experiential training ground for learning to function as a high performance team. His group coaching model, incorporating living case studies, has been developed over more than 20 years of delivering programs to top-level executives and sets the standard in the field of leadership group coaching.

	Written for coaches, consultants, leadership development directors, and anyone working in or with teams, The Hedgehog Effect begins with an in-depth analysis of what teams and groups are all about. The intricacies of leadership coaching are illustrated with an elaborate example of a team coaching intervention. In Part Two, the author applies a psychodynamic lens to the dynamics of teams and groups, taking a close look at relationship patterns, how groups evolve, and the phenomenon of the group-as-a-whole. Part Three takes a more systemic perspective, addressing the challenges that change processes pose for people in organizations, and how to create best places to work. Kets de Vries supports the whole with the story of an organizational change initiative accomplished through group coaching.

The Hedgehog Effect: The Secrets of Building High Performance Teams

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