- Individual, Business, and Society Curriculum
- Diversity and Inclusion for All
- Inclusive Growth for Entrepreneurs
- The Big Big Question
- Business and Politics
- Bolder Policies for Diversity at the Top?
- Governance, Compensation, and Excessive Risk
- The Small Worlds of Corporate Governance
- The Quantitative Revolution and the Crisis
- Inclusive Leadership, Stereotyping, and the Brain
- Preventing the Next Financial Crisis
- Universities, Careers and Women
- Speaker Series
- Events Calendar
You are here
Inclusive Leadership, Stereotyping and the Brain
Inclusive Leadership, Stereotyping, and the Brain
Leading effectively in today's workplace requires the ability to manage many types of diversity, including cultural, gender, and generational diversity. A key challenge to leaders is the tendency for societal stereotypes to bias one's evaluations and expectations. The psychology of stereotyping, and of strategies for minimizing its influence, is thus highly relevant to managers and organizations.
Research in social psychology, and social cognitive neuroscience, provides insights about how and when stereotypes affect judgments.
In this research conference, we explored these scientific insights and drew out some of their practical implications for managing diversity and inclusive leadership.
Co-hosted by: The Program on Social Intelligence and the Sanford C. Bernstein & Co. Center for Leadership and Ethics
Friday September 18, 2009
8:30 a.m.–2:00 p.m.
Venue: The Italian Academy
|8:30 – 8:45 AM
Breakfast and Registration
|8:45 – 9:00 AM||
Welcome and Introduction
Introduction of speaker by Malia Mason
|9:00 – 9:45 AM||
|9:45 – 11:15 AM||
Research Panel: "Stereotypes"(Video on YouTube Part 2)
(15 minute presentations, 30 minutes Q&A)
|11:30 – 1:00 PM||
Panel discussion (Video on YouTube Part 3)
|1:00 – 2:00 PM||
Closing Remarks and Buffet Lunch
Related Academic Papers
Fiske, S. T., Cuddy, A. J., Glick, P., & Xu, J., “A model of (often mixed) stereotype content: Competence and warmth respectively follow from perceived status and competition,” Journal of Personality and Social Psychology, 2002, 82, 878-902.
Fiske, S. T., Cuddy, A. J. C., & Glick, P., “Universal dimensions of social perception: Warmth and competence,” Trends in Cognitive Science, 2007, 11, 77-83.
Amodio, D. M., “The social neuroscience of intergroup relations,” European Review of Social Psychology, 2008, 19, 1-54.
Amodio, D. M., & Frith, C. D., “Meeting of minds: the medial frontal cortex and social cognition,” Nature Reviews Neuroscience, 2006, 7, 268-277.
Amodio, D. M., Devine, P. G., & Harmon-Jones, E., “ Individual differences in the regulation of intergroup bias: The role of conflict monitoring and neural signals for control,” Journal of Personality and Social Psychology, 2008, 94, 60-74.
Green, A. R., Carney, D. R., Pallin, D. J., Ngo, L. H., Raymond, K. L., Iezzoni, L., & Banaji, M. R., “The presence of implicit bias in physicians and its prediction of thrombolysis decisions for black and white patients,” Journal of General Internal Medicine, 2007, 22, 1231-1238.
Harris, L., Fiske, S., “Social neuroscience evidence for dehumanised perception,” European Review of Social Psychology, 2009, 20(1), 192-231.
Provost Claude M. Steele speaking on "Identity and Stereotype Threat: Their Nature and What to do About Them at School and Work" (video links)
Watch the trailer for our interactive debate entitled “Financial Innovation: A Risky Business?”
The Small Worlds of Corporate Governance
Identifies "structural breaks" — privatization, for example, or globalization — and assesses why powerful actors across countries behave similarly or differently in terms of network properties and corporate governance.