The Opposable Mind: How Successful Leaders Win Through Integrative Thinking

By Roger Martin. 2007

214 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/3bc15a43985b3bf7f0e096f0a39aacde3de2077c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

1. Jeffery S. McMullen
2. Matthew G. Grimes
3. Toyah L. Miller
4. Timothy J. Vogus
5. Tripti Singh
6. Atika Modassir
7. Thomas Dyllick
8. Wendy K. Smith

Citations in the corpus

• Relationship of Emotional Intelligence with Transformational Leadership and Organizational Citizenship Behavior (2007, background): “, & Organ, D. (2000). Organizational citizenship behavior in the People’s Republic of China.”
• Responsible management education for a sustainable world: The challenges for business schools (2015, background): “There is little training in integrative thinking (Martin, 2007).”
• Dynamic Decision Making: A Model of Senior Leaders Managing Strategic Paradoxes (2014, background): “More recently, Martin (2007) argues that leadership success derives from engaging an “opposable mind” to embrace contradictory demands simultaneously.”
• Venturing for Others with Heart and Head: How Compassion Encourages Social Entrepreneurship (2012, background): “Integrative thinking entails rejecting framing issues and choices as " either/or, " thus allowing for a more flexible and holistic view of problems and potential solutions (Martin , 2007).”