Mary Crossan


Mary Crossan is a Professor of Strategic Management at Ivey Business School at Western University in London, Ontario. She can be reached at

U.S. Supreme Court Women Justices Are Honored On Capitol Hill For Women's History Month.

The Notorious Leadership of Ruth Bader Ginsburg

by , et al.Issue: September / October 2020

For people who aspire to drive change, studying RBG’s character is as important as replicating her commitment and competence.
Image of business people leaping on rocks in a lake

Taking Leadership from Good to Great

by , Issue: November / December 2018

A lot of leaders think they are great at the job. Some are, most aren’t. The difference is self-awareness and willingness to develop character.
Eugenie Bouchard playing tennis

Engaging the Moment Makes Better Leaders

by , Issue: January / February 2015

Reflecting on the past and planning for the future are important. But leaders should also learn how to best face the present.

Linking Candour to Leadership Character with Gen. Rick Hillier

by , et al.Issue: November / December 2013

Jack Welch famously called lack of candour “the biggest dirty little secret in business.” It’s an important observation,……
One lightbulb is lit among many that are dead.

Developing Leadership Character

by , et al.Issue: January / February 2012

The sum of virtues, values and traits equals good character, which, in addition to competence and commitment, is one…
Learning from Boardroom Perspectives on Leader Character

Learning from Boardroom Perspectives on Leader Character

by , et al.Issue: January / February 2015

When it comes to governance, research shows that assessing director character will go a long way toward improving performance.

Stress testing the character of future business leaders

by , et al.Issue: May / June 2014

Early one morning late last summer, a bus load of ambitious Ivey Business School students departed from Western University’s……

Leadership character and corporate governance

by , et al.Issue: May / June 2013

When it comes to selecting and assessing CEOs, other C-suite level executives or board members, the most important criteria……


by , et al.Issue: May / June 2010

Coping with the complexity of today’s business environment is not about predicting the future or reducing risk. It’s……

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