Haas research on leadership featured in 60th anniversary journal

California Management Review 60th Anniversary editionNational Energy Finance CompetitionA special 60th anniversary issue of California Management Review features seven articles by Berkeley Haas faculty exploring different aspects of leadership—from incentives for innovation to recognizing women’s unique qualities as negotiators.

The articles in the Fall 2017 journal issue not only show the breadth of Haas faculty research, but also reflect the school’s increasing focus on leadership, writes editor and Prof. Emeritus David Vogel, in the introduction. Haas culture is codified in four defining leadership principles: Question the Status Quo; Confidence Without Attitude, Students Always and Beyond Yourself.

“Each of the Haas School’s four defining principles are essentially about dimensions of leadership,” Vogel said.

As the Haas School’s quarterly peer-reviewed journal, California Management Review serves as bridge of communication between those who study management and those who practice it.

The journal opens with research by Prof. Don Moore pointing out that decades of research on hiring indicates that face-to-face job interviews are terrible at predicting future performance—yet companies continue to use them. In “How to Improve the Accuracy and Reduce the Cost of Personnel Selection,” Moore shows that there more effective and efficient alternatives, including structuring interviews around tests of key skills and abilities.

In “Creating Incentives for Innovation,” Prof. Gustavo Manso presents research demonstrating how employees can be encouraged to experiment by creating incentive systems that both tolerate early failures and reward long-term performance.

Prof. Laura Kray, who has long studied gender differences, writes that women possess unique advantages as negotiators—including stronger ethics and higher levels of cooperation. Yet women still face stereotypes of being poor advocates for themselves. “Changing the Narrative: Women as Negotiators—and Leaders,” co-authored by Jessica A. Kennedy of Vanderbilt University, presents practical strategies for managers and negotiators to change the narrative and close performance gaps.

In “Who’s Really Doing the Work? The Impact of Group Size on Over-Claiming of Responsibility,” Asst. Prof. Juliana Schroeder explores a pervasive phenomenon in today’s workplaces: people believing that they’ve done more than their fair share of work. The article looks at predictors of “over-claiming,” and presents practical steps that managers can use to reduce the damaging effects.

Other articles in the special issue also include a bottom-up look at the relationship between language and corporate culture by Prof. Sameer Srivastava and Amir Goldberg of Stanford; a piece by adj. profs Nora Silver and Paul Jansen on multisector careers; and an article by Center for Responsible Business Exec. Director Robert Strand and Dara O’Rourke, an associate environmental science professor, on the tensions Patagonia has faced in pursuing sustainability and quality products that may have environmental impacts.