6/ 🎓 Read the full study on how random external factors impact leader evaluations and decision-making here: sciencedirect.com/science/arti... We have replicated an earlier study by Weber, Camerer, Rottenstreich, and Knez (2001).
Assigning responsibility for a project’s success or failure is key to organizational performance, yet attribution fallacies often interfere. Our exper…
5/ 🚨 Key takeaway: Misattributing success or failure to leadership rather than situational factors can lead to poor decision-making and organizational dysfunction. #DecisionMaking#Leadership
4/ 🧠 Overconfidence trap! Leaders who succeeded in easier tasks were more willing to take risks in harder challenges, despite their initial success being due to external factors. 🎯#RiskTaking #CognitiveBias
3/ 👥 Gender differences emerged: Female leaders were more lenient in evaluating their teams in tough situations compared to male leaders. 💡 #GenderStudies#Leadership
2/ 🔬 In an experiment, we found that team members wrongly credited or blamed leaders based on randomly assigned task difficulty. Success was tied to easy tasks, while hard tasks led to negative evaluations. Leaders were judged on outcomes beyond their control. ⚖️
1/n New research alert! 🚨Our study (led by Nikola Frollová; me and Marcel Tkáčik helping) explores a common organizational error: attributing too much influence to leaders on teams' task outcomes. Spoiler alert: luck plays a bigger role than we think! 🍀
Forces such as business education, management gurus, and expectations from stakeholders create the ideal identity of a manager. Their real identity cannot fully achieve the ideal. The inability to acknowledge some differences leads to managerial taboos, which cause several negative consequences
Our new conceptual paper identifies managerial taboos as key stressors affecting managers' mental health and productivity. We link idealized managerial and leadership identity to adverse personal and organizational outcomes. sciencedirect.com/science/arti...
This conceptual paper explores the seldom-discussed "unspoken rules" or managerial taboos that are often part of a manager's career but are rarely ack…
My recent study on why nudging—subtle behavioral interventions—often fails to make a lasting impact in corporate settings is here doi.org/10.1016/j.jb...
Deep-rooted factors like biology, history & language impact cross-cultural differences & HR practices. My new paper introduces frameworks for integrating these factors into HR management education doi.org/10.1016/j.ij...@lamarpierce.bsky.social and others.