Jenny Chatman

About

Jenny Chatman is the 16th dean of the Haas School of Business at UC Berkeley and a world-renowned researcher, teacher, and consultant specializing in organizational culture and its impact on firm performance. Her research focuses on how organizations can leverage culture for strategic success and how diverse teams can optimize their performance. Her award-winning work has demonstrated that emphasizing innovation within a strong culture enhances financial success, narcissistic leaders tend to foster cultures with lower collaboration and integrity, and norms to cooperate can sometimes blur useful differences among team members, suggesting that collaboration should be calibrated in diverse teams. Chatman has held numerous leadership roles at Haas and UC Berkeley, including Associate Dean of Academic Affairs, Acting Dean, and Interim Dean. She is the co-founder and co-director of the Berkeley Center for Workplace Culture and Innovation, and she serves as the Editor-in-Chief for the journal Research in Organizational Behavior. Her contributions to the field have been recognized with the lifetime achievement award from the Academy of Management Organizational Behavior Division in 2023. She earned her PhD at Berkeley Haas and her BA in Psychology from UC Berkeley. Her expertise encompasses organizational culture, norms in diverse groups, leadership, and the impact of leader attributes on team performance.

Research topics

• Political Science
• Psychology
• Social psychology
• Law
• Medicine
• Engineering

Selected publications

• Research in Organizational Behavior

  Research in Organizational Behavior · 2020 · 4166 citations

  1st authorCorresponding
  PublisherDOI

• Cultures of Genius at Work: Organizational Mindsets Predict Cultural Norms, Trust, and Commitment

  Personality and Social Psychology Bulletin · 2019-09-10 · 153 citations

  article

  Three studies examine how organizational mindset —whether a company is perceived to view talent as fixed or malleable—functions as a core belief that predicts organizational culture and employees’ trust and commitment. In Study 1, Fortune 500 company mission statements were coded for mindset language and paired with Glassdoor culture data. Workers perceived a more negative culture at fixed (vs. growth) mindset companies. Study 2 experimentally manipulated organizational mindset and found that pe…

  PublisherDOI

• Transformational Leader or Narcissist? How Grandiose Narcissists Can Create and Destroy Organizations and Institutions

  California Management Review · 2020 · 133 citations

  Senior authorCorresponding

  Transformational leaders challenge the status quo, provide a vision of a promising future, and motivate and inspire their followers to join in the pursuit of a better world. But many of these leaders also fit the American Psychiatric Association classification for narcissistic personality disorder. They are grandiose, entitled, self-confident, risk seeking, manipulative, and hostile. This article reviews the literature on narcissism and shows how what we think of as transformational leadership o…

  PublisherDOI

• Persuading republicans and democrats to comply with mask wearing: An intervention tournament

  Journal of Experimental Social Psychology · 2022 · 64 citations

  = 4931). Seven different conditions reflecting different moral values and factors specific to COVID-19-including protection from harm (self), protection from harm (community), patriotic duty, purity, reviving the economy, threat, and scientific evidence-were implemented to identify which framings would "win" in terms of promoting mask wearing compared to a baseline condition. We found that Republicans had significantly more negative attitudes toward masks, lower intentions to wear them, and were…

  PublisherOA PDFDOI

• Agentic but not warm: Age-gender interactions and the consequences of stereotype incongruity perceptions for middle-aged professional women

  Organizational Behavior and Human Decision Processes · 2022-10-19 · 48 citations

  articleOpen access1st authorCorresponding

  We propose that perceptions of professional women change differently than perceptions of men as they age. Drawing inspiration from intersectionality theory, we examine the interaction of age and gender, finding that professional women are seen as more agentic, but also maximally incongruent with the gender-intensified prescription of being communal, in middle age. Our experiment showed that middle-aged women were perceived as agentic, like men, but also as declining more in warmth between young…

  PublisherDOI

Frequent coauthors

• Charles A. O’Reilly

  39 shared

• David F. Caldwell

  Santa Clara University

  27 shared

• Margaret Lapiz

  12 shared

• Bernadette Doerr

  11 shared

• Margaret Ormiston

  George Washington University

  9 shared

• Laura J. Kray

  University of California, Berkeley

  7 shared

• Richard K. Lyons

  University of California, Berkeley

  7 shared

• Sigal G. Barsade

  University of Pennsylvania

  6 shared

Labs

• Berkeley Center for Workplace Culture and InnovationPI

Awards & honors

• Lifetime Achievement Award from the Academy of Management, O…
• 2020 Outstanding Publication in Organizational Behavior Awar…
• Member of Berkeley Haas 'Club 6' for high teaching scores (2…
• Poets & Quants 'World’s Best B-School Professor' list (2012)
• Cheit Teaching Award for Teaching Excellence, Berkeley Haas…

Similar researchers at University of California, Berkeley

• Cameron Andersonh-41
• Dana R. Carneyh-30
• Erica R. Baileyh-7