Current Faculty Fellows
Examining the Process of Leadership Learning, Dr. David Rosch, Assistant Professor, Agricultural Leadership Education
Many people believe that: a) leadership cannot be learned – that people either “have it” or they do not; and b) that regardless, measuring the degree of leader capacity is next to impossible. My research is focused on these two areas, 1) Mapping the trajectory of leadership development in young adults as a result of participation in programmatic intervention; and 2) rigorously assessing the methodology of leadership evaluation.
To see a video of Dr. Rosch talking about his research, visit: https://youtu.be/wSTtbk7Jt6k
The Effects of Congruence in Member and Leader Organizational Identification on Work Outcomes, Dr. Ying Chen, Assistant Professor, Labor and Employment Relations
Drawing on social identity theory and self-categorization theory, we integrated research on shared social identity and identity threat to examine the effects on work outcomes of congruence vs. incongruence in both members’ and leaders’ identification with their organization. A multi-level polynomial regression analysis showed that when members and leaders were congruent in their organizational identification, they enjoyed higher (member) job satisfaction, higher (leader) organizational citizenship behaviors, and member-leader agreement on the member’s performance rating. Our results demonstrated further that incongruence affected member and leader outcomes, in that a comparatively higher level of organizational identification on the part of one led to relatively higher job satisfaction and OCBO for that party in contrast to when that party’s organizational identification was comparatively lower.
Double Whammies in Workplace Harassment: Implications for University Leadership, Dr. Kathryn Clancy, Assistant Professor, Anthropology, PEEC, Beckman Institute
Dr. Clancy (Anthropology, PEEC, Beckman Institute) has examined workplace harassment in two academic science populations: fieldwork conducted by field scientists, and workplaces among astronomers and planetary scientists. She has found that gendered violence disproportionately affects female trainees and is often perpetrated by supervisors, representing a double whammy of gender and rank targeting. She has also found that women of color experience the highest rates of hostile workplace behaviors, representing a double whammy of gender and race targeting. Clancy discusses the ways in which intersectional approaches offer an opportunity for university leaders to eliminate harassment.
To see a video of Dr. Clancy talking about her research, visit: https://youtu.be/rnWS8RP8_7w
Leading for Social Change, Dr. Nathan Todd, Assistant Professory, Department of Psychology
Leaders work for social justice and change in their larger communities. My research examines how and why individuals and groups work together for social justice. In particular, we examine the role of religion and spirituality in shaping social justice attitudes and actions. We focus on religious settings, such as congregations and interfaith groups, as places that may provide opportunity for social justice action. We also investigate how to engage people from privileged groups (e.g., people who are White in the U.S.) in social justice with an interest in how religious beliefs and religious settings may facilitate such engagement.
Former Faculty Fellows
The Eye of the Beholder: A Meta-Analytic Examination of the Convergence between Leader and Observer Perceptions of Leadership, Dr. Nichelle Carpenter, Assistant Professor, Psychology & Labor and Employee Relations
The convergence between a leader’s assessment of his/her leadership behaviors and assessments from the leader’s subordinates, peers, and superiors—also known as “leader insight”—is critical for the understanding of leadership and is also linked to important organizational and leader outcomes. Unfortunately, many questions remain regarding the extent to which leaders have insight into their leadership behaviors. This study examines whether leaders’ perceptions of their leadership behaviors are similar to or different from observers’ perceptions. We also investigate whether leader-observer agreement is influenced by type of observer and type of leadership.
To see a video of Dr. Carpenter talking about her research, visit: https://www.youtube.com/watch?v=MhhcYqRblpA