Leadership & Organizational Behavior

Perspective taking is a crucial leadership skill, yet Galinsky and Schweitzer contend that it becomes more difficult the higher you rise in an organization. Gaining perspective helps to motivate others, communicate more clearly, and navigate difficult or tense situations. Their article includes research they conducted with psychologists at the University of Iowa, the University of California-Los Angeles, and New York University, as well as an anecdote about President John F. Kennedy and the 1962 Cuban missile crisis.

In this essay, we criticize how the performativity thesis, as described and exemplified in Do Economists Make Markets, has focused primarily on the field of economics generally and business school–based financial economics consequently. By doing so the performativity literature has ignored whether, when, and how financial economics outperforms, or might be outperformed by, other business school sciences, such as management.

This paper examines the effects of employer social responsibility on the wages workers demand through randomized field experiments in two online labor marketplaces. Workers were recruited for short-term jobs and I manipulated whether or not they received information about the employer's social responsibility. I then observed the payment workers were willing to accept for the job.

Firms often use both objective/verifiable and subjective/non-verifiable performance measures to provide employees with effort incentives. We study a principal/two-agent model in which an objective team-based performance measure and subjective individual performance measures are available for contracting. A problem with tying rewards to subjective measures is that the principal may have incentives to understate the realization of those measures in order to reduce compensation. We compare two mechanisms for overcoming this credibility problem: bonus pools and reputation.