University of Southern California

Morgan McCall
Professor of Management and Organization

USC Marshall School of Business
Los Angeles, CA 90089-0808

Phone: 
213-740-0746
Education: 
PhD, Cornell University; BS, Yale University

Overview

The assessment, development, and derailment of executive talent is the focus of Morgan's research and writing. Winner of the "Distinguished Professional Contributions Award" from the Society for Industrial and Organizational Psychology and the Marion Gislason award for "Leadership in Executive Development" from The Executive Development Roundtable at Boston University, his authored or co-authored books include the trilogy on developing executive talent, The Lessons of Experience ("New Perspectives on Executive Leadership Award"), High Flyers (Athena Award for Excellence in Mentoring), and Developing Global Executives. "Developing the Expert Leader," co-authored with George Hollenbeck, received the Human Resource Planning Society's Walker Award.

Morgan is on the editorial boards of Leadership Quarterly and Industrial and Organizational Psychology, and was as an expert judge in Fortune's ranking of the "Top Companies for Leaders" in North America. He is a Fellow of the Society for Industrial and Organizational Psychology.

Research

A Quarter-Century and Counting: Getting Serious about Using Experience to Develop Talent 2013
A Quarter-Century and Counting: Getting Serious about Using Experience to Develop Talent 2013
Experience-driven leadership development: surveying the terrain 2013
Putting experience at the heart of leader development: concluding thoughts. 2013
Using experience to develop leadership talent: how organizations leverage on-the-job development. 2013
Experience-driven leadership development: surveying the terrain 2013
Putting experience at the heart of leader development: concluding thoughts. 2013
Using experience to develop leadership talent: how organizations leverage on-the-job development. 2013
Getting development out of the little box at the end of the form 2009
Four Common Innovation Mistakes 2008
The derailment conspiracy: when talented people derail 2008
Getting Leadership Development Right 2007
Can Leadership be Taught? Observations from the Field 2007
Getting leader development right: competence not competencies 2007
Leadership competency models 2006
Eight myths about developing global executives 2006
Taking the lead on innovation 2004
Leadership development through experience 2004
Competence, not competencies: Making global executive development work 2003
Global fatalities: When international executives detail 2002
Developing global executives: the lessons of international experience 2002
Advances in Global Leadership 2001
What makes a successful global executive 2001
Getting the right stuff in the right place at the right time 2000
Leadership Development: Contemporary Practices 1999
High Flyers: Developing the next generation of leaders 1998
Early identification of international executive potential 1997
"Leading Change: Overcoming the ideology of comfort and the tyranny of custom" by James O'Toole 1995
Identifying leadership potential in future international executives 1995
Early identification of global executives: Where to place your bets 1994
Identifying leadership potential in future international executives: Developing a concept 1994
When bad bosses happen to good people 1993
Organizing for the future: The new logic for managing complex organizations 1993
Developing Leadership 1993
Executive development as a business strategy 1992
Why do physician managers fail (Part 1) 1990
Why Physician Managers Fail (Part 2) 1990
Why physician managers fail (Part 1) 1990
"The Executive Effect: Concepts and Methods for Studying Top Managers" by D.C. Hambrick (ed.) 1990
Research methods in service of discovery 1990
Captains outrageous 1989
Great leaps in career development 1989
Leadership: The secrets of management success 1989
"Real Managers" by F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz 1988
Developing executives through work experiences 1988
The lessons of experience: How successful executives develop on the job (Issues in Organization and Management Series) 1988
"Bosses" by J. Wall 1987
Key Events in Executives' Lives 1987
"Leadership and Performance Beyond Expectations by B.M. Bass 1986
Picking Up Cues From the Boss 1984
The Intolerable Boss 1984
What makes a top executive? 1983
Great truths may not be...Management homilies: Do they stand up under examination? 1983
Leadership and the Professional 1983
Looking Glass Inc: University edition 1983
"Stogdill's Handbook of Leadership" by B.M. Bass 1982
Leaders on line: Observations from a simulation of managerial work 1982
Using simulation for research: Through the looking glass 1982
The (partially) mythical gap between research and practice 1981
Conjecturing about creative leaders 1980
The troubled waters of leadership research (Review of "Crosscurrents in Leadership" by J. Hunt and L. Larson) 1980
Power, authority, and influence 1979
A sort of programmed learning "how to do it" for managers (Review of "How to Develop Dynamic Leadership" by M.V. Fiore and P.S. Strauss) 1978
Leadership 1978
Leadership: Where else can we go? 1978
Where else can we go? 1978
Leaders and leadership: Of substance and shadow 1977
Making sense with nonsense: Helping frames of reference clash 1977
Of leadership and mythology 1976
High school students' perceptions of work 1976
Beware! Schemers disguised as leaders are after your castle! (Review of "Leadership Development: Theory and Practice" edited by R.N. Cassess and R.L. Heichberger 1976
Leadership research: Choosing gods and devils on the run 1976
Learning now what we thought we knew then (Review of "The Social Psychology of Work" by M. Argyle) 1976
Leadership is a ten letter word 1975