Nathan Hiller, Ph.D.
Nathan Hiller is an Associate Professor of Management and International Business in the College of Business at Florida International University. Dr. Hiller also serves as Academic Director of the FIU Center for Leadership. As an academic, his focus is on understanding the strategic implications of executive personality, as well as enhancing the way that organizations build their leadership pipeline.
2017 PRESENTERS AND TOPICS:
Leadership and Being Mindful about Communication Choices
Effective communication is the essence of leadership. Successful leaders spend a lot of time and effort on what to say and how to say it right. That is, leaders pay a lot of attention to communication, and yet they often pay less heed to what communication does to them. As leaders increasingly use electronic forms of communication, this presentation focuses on the costs of communication technology use and what leaders can do to be more mindful about the communication choices they make.
Ravi Gajendran, Ph.D.
Ravi Gajendran is an Assistant Professor at University of Illinois, Urbana Champaign in the College of Business. He has a PhD in Organizational Behavior from Pennsylvania State University. His research interests include leadership, telecommuting, virtual teams and communication technology. His research has been cited in prominent media outlets in the US and internationally including the New York Times, Forbes, Scientific American, and USA Today.
Just Right:’ A Person-Environment Fit Approach to Visionary Leadership
Visionary leadership has long been credited with increasing employees’ positive attitudes and performance despite early theoretical reasoning that it may also be associated with negative effects. This research applies person-environment fit (P-E) theory to visionary leadership theory and examines the joint effect of the visionary leadership that employees need and receive on their attitudes toward their supervisors. Core self-evaluation (CSE) was predicted to moderate the relationship between visionary leadership needed and received on their attitudes. Results from Study 1 showed that trust in the supervisor was most positive when visionary leadership received matched the amount needed by each employee and attitudes became more negative as visionary leadership received was less than or more than the needed amount. Likewise, trust was more positive when visionary leadership needed and received were both high than when both were low. Results from Study 2 showed that CSE moderated this relationship such that employees low in CSE suffered more from deficiency and excess, but employees high in CSE were more successful in buffering themselves against the negative effects of deficient or excess leadership. These results demonstrated that applying a P-E fit perspective further explains the effects of visionary leadership on employees’ attitudes toward their supervisors. Practical implications include training managers to supply visionary leadership in amounts that fit what their employees need.
Wongun Goo, Ph.D.
Wongun Goo is an assistant professor at the School of Business and Economics at Indiana University East. Wongun received his Ph.D. in Organizational Behavior and Human Resources Management from Georgia State University. He received his M.S. in Human Resource Management and Organizational Behavior and his Bachelor of Business Administration Korea from Seoul National University in South Korea. His teaching interest include organizational behavior, human resources management, and leadership. He has taught leadership and human resource management in the Master of Science in Management program at Indiana University East. His research interests are in the field of organizational behavior and leadership. Specially he is interested in person-environment fit, transformational leadership, and well-being.
Leader Humility: A Double-Edged Sword?
The last decade has seen a surge in interest on leader humility as an essential leader characteristic. Perhaps not surprisingly, the message portrayed in scholarly research aligns with that of the popular press; in short, the best leaders are often described as humble. Although recent scholarly work identifies several benefits of humility, my work demonstrates that there are also unintended downsides for the leader. To help isolate humility from other confounding factors, I test my predictions using several experiments. As expected, I find that, rather than being lauded for their humility, at best, humble leaders experience no direct benefit, and at worst, they are penalized. Taken together, our results suggest caution when advising all leaders to display humility. For some leaders, the benefits of expressing humility may not outweigh the personal risks.
Cindy Zapata, Ph.D.
Cindy P. Zapata, Ph.D., is an Associate Professor of Management and a Mays Research Fellow at Texas A&M’s Mays College of Business. She received her Ph.D. in Management at the University of Florida’s Warrington College of Business, and earned her B. S. in Psychology from the University of Florida. As an academic, Dr. Zapata’s research focuses broadly on understanding and ultimately improving managerial-employee relationships by studying issues of justice, trust, and workplace diversity. Dr. Zapata is an award-winning, highly cited scholar with multiple publications in top Management journals, including: the Academy of Management Journal, Journal of Applied Psychology and Organizational Behavior and Human Decision Processes, among others. Dr. Zapata has taught undergraduate and graduate courses in organizational behavior, leadership, and research methods. She also teaches leadership and diversity, among other topics, for the Mays Center for Executive Development. As an instructor, she is passionate about teaching evidenced-based best practices to her students. When relevant, she enjoys integrating her own research into her lectures. In her free time, Dr. Zapata likes to read, eat great food, and spend time with her husband and young daughter.