Eric J. McNulty holds an appointment as Director of Research and for the Program for Health Care Negotiation and Conflict Resolution and Instructor at the Harvard T.H. Chan School of Public Health. His work centers on leadership in high-stakes, high-stress situations. He is currently working on a book based on meta-leadership, the core leadership framework of the group’s curriculum. He teaches in graduate-level courses on public health leadership, conflict resolution, and negotiation as well as serving as Program Co-director for the Leading in Health Systems executive education program. He holds a similar appointment at the National Preparedness Leadership Initiative, a joint program of the Harvard Chan School and the Harvard Kennedy School of Government.
 
 He is the co-author, along with Dr. Leonard Marcus and Dr. Barry Dorn, of the second edition of Renegotiating Health Care: Resolving Conflict to Build Collaboration (Jossey-Bass, 2011). He is co-author of a chapter on meta-leadership in the McGraw-Hill Homeland Security Handbook (2012) and the e-books Your Critical First 10 Days as a Leader (O’Reilly/Safari, 2015) and Three Critical Shifts in Thinking for the Evolving Leader (O’Reilly, 2015). McNulty is the principal author of case studies on leadership decision making in the Boston Marathon bombing response, innovation in the response Hurricane Sandy and the professional/political interface in the Deepwater Horizon response drawing upon his firsthand research as well as extensive interviews with leaders involved in the responses. He has written multiple articles for the Harvard Business Review (HBR), Sloan Management Review, and Strategy+Business, among others. His HBR cases have been anthologized through the HBR paperback series and have been used in business education curricula in the United States and as far away as France and the Philippines.