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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.
Research Insights on Leadership and Ethics
Assistant Professor of Finance and Economics
"Banks in India...the accounts are not well used...This may be because they have to walk the 3km to the bank; or it may be due to other obstacles, such as procrastination.”
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Jack R. Anderson Professor of Business
"The industry has developed general principles on which portfolio risk should be decomposed but actually determining the risk contributions can be difficult in complex portfolios.”
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Senior Vice Dean and Paul Calello Professor of Leadership and Ethics
"Those in a homogeneous group put much less effort into the task at hand in part because they were more interested in avoiding conflict. Diverse environments allowed people to focus on the task instead of their social relationship."
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Professor of Finance
“What makes countries rich is how productively they use their resources…Once a (more productive) technology is introduced, do people use it? Why aren’t people using the most improved technologies to begin with?”