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18
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Introduction
My primary stream of research seeks to improve the effectiveness and wellbeing of organizational leaders by (1) understanding the unique challenges that leaders face due to their elevated status in organizations and (2) creating interventions to combat these challenges, with a particular emphasis on aiding the development of novice leaders. In secondary streams of work, I examine instances in which employees’ personal lives intersect with their professional relationships as well as applications.
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Publications
Publications (18)
Previous research has generally taken a fragmented approach to understanding the outcomes of psychological power for powerholders. Specifically, psychological power has been predominantly linked to either positive or negative outcomes for powerholders, underscoring the need for a unified framework that captures its simultaneous beneficial as well a...
For individuals who hold leadership positions in their organizations, identifying as a leader day-to-day can have significant implications for their performance and interactions with followers. Despite the importance of leader identity, however, little is known about how leaders can start their workday in a cognitive state that allows them to ident...
Organizations want employees to grow their skills, with companies like Microsoft embracing growth mindset interventions and policies to foster employee development. At the same time, organizations often seek to build collaborative cultures where employees frequently help one another. Thus, a question arises as to how growth mindsets impact other-di...
Leader identity theory posits that, in addition to being positional, leadership is also a malleable state of mind. This means that even employees holding positions of authority within their organization may be nudged to identify more strongly with their leader role on some days versus others. The leadership literature, however, is silent about pred...
The work environment is fraught with complex demands, hardships, and challenges, highlighting the need to approach work with self‐compassion each day. We propose that work self‐compassion—a mindset of kindness, gentleness, and care toward oneself as an employee—may generate the resources and motivation needed for self‐regulation at work. Drawing fr...
Integrating research on self-compassion with leader identity theory, we propose that leader role self-compassion-a mindset in which a leader takes a supportive, kind, and nonjudgmental stance toward himself or herself in relation to challenges faced in a leader role-matters for subsequent leader behaviors and stakeholder perceptions by strengthenin...
Most professional employees aspire to leadership, and this suggests that a best possible leader self—a personalized representation of who an employee aspires to be at their best as a leader in the future—is likely a relevant and motivating self‐representation for employees at work. Integrating theory on best possible selves with control theory, we...
Although leaders' daily work is inherently relational, it is possible that leaders can feel lonely and isolated from followers. Integrating theoretical ideas from regulatory loop models of loneliness with evolutionary perspectives of loneliness, we posit that daily leader loneliness (i.e., feelings of isolation stemming from one's followers) may pr...
Although leaders spend considerable time helping followers with personal problems, little research has investigated how such helping acts may impact leaders themselves. Drawing from affective events theory and the helping literature, we examine how responding to followers’ help requests with personal problems influences leaders’ own affect. As expe...
