The Sanger Leadership Center develops leaders who thrive in complex and dynamic business organizations. They are committed to leveraging the power of business to make a positive difference in the world.

They lead with empathy, drive, integrity, and courage. They integrate competing values and create organizations that are at once more collaborative, more competitive, more durable, and more innovative. They are lifelong learners who invest in the development of their associates. They embrace responsibility for the future and a bias towards action, regardless of where they sit in an organizational hierarchy. They are rigorous problem solvers, seeking solutions that cross sectors, functions, and ways of thinking. They approach each day as an opportunity to innovate, but also elevate themselves and their organizations to higher levels of morality and motivation. This mission is deeply embedded in our Michigan Model of Leadership.

The Michigan Model of Leadership is rooted in practice-oriented research by Ross faculty. It introduces a model of leadership that anyone can embrace, regardless of where they sit in an organizational hierarchy. Effective leaders in today's complex and dynamic world:


Have a Core Purpose
  • commit to making a positive difference in the world
  • approach every day as an opportunity to have an impact
  • find higher purpose in their work
  • leverage purpose to mobilize their teams to greater energy and performance
  • create a legacy by leaving people, organizations, and society better off
Exhibit Core Values
  • empathy, to see the world through others' eyes
  • drive, to set and achieve challenging goals
  • integrity, to do the right thing when no one is watching
  • courage, to take risks and make mistakes in service of innovation and creativity
Take Action
  • develop collaborative communities
  • deliver robust results
  • build strategic structures
  • lead creative change

The Michigan Model of Leadership is built upon the Competing Values Framework, which was developed by Michigan Ross faculty. It helps leaders recognize and leverage competing tensions that are inherent in organizational life. For example, they must take action to drive robust results, while also creating the conditions for employee empowerment and collaboration. They must enable creative change in organizations, while also establishing stabilizing systems and processes. These are not problems to be resolved. Rather, they are inevitable paradoxes to be managed.

Read more about the Michigan Model of Leadership