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Cameron Anderson - Haas School of Business, University of California, Berkeley. Berkeley, CA, US

Cameron Anderson Cameron Anderson

Professor | Lorraine Tyson Mitchell Chair in Leadership & Communication II | Chair, Management of Organizations Group | Haas School of Business, University of California, Berkeley

Berkeley, CA, UNITED STATES

Social

Areas of Expertise (8)

Status Hierarchies

Psychology of Power

Self and Interpersonal Perception

Influence Processes

Team Dynamics

Personality

Emotions

Groups and Teams

About

Cameron Anderson is an expert on topics pertaining to power, status, and influence processes, leadership, negotiations and conflict resolution, and team dynamics. Anderson, a professor of organizational behavior, teaches courses in Power and Politics in Organizations, Negotiations, and Conflict Resolution. He has been awarded the Earl F. Cheit Outstanding Teaching Award seven times. Prior to joining the Haas faculty in 2005, Anderson taught at the Kellogg School of Management at Northwestern University and at the Stern School of Business at New York University, where he was awarded Professor of the Year. In addition to his research and teaching responsibilities, Anderson regularly consults with leading organizations and corporations worldwide.

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Education (2)

University of California, Berkeley: PhD, Social/Personality Psychology

University of Washington: BS, Psychology

Honors & Awards (11)

Earl F. Cheit Award for Excellence in Teaching, Full-time MBA Program

2008

Bakar Faculty Fellow, Haas School of Business

2010

Schwabacher Fellowship, Haas School of Business

2008

Most Influential Paper, Academy of Management Conflict Management Division

2008

Junior Faculty Research Grant (University of California)

October 2005, October 2007

Professor of the Year (Stern School of Business, New York University)

June 2005

Dispute Resolution Research Center Grant (Northwestern University): The sense of power in negotiations and decision-making

April 2002 (with Adam Galinsky)

Kellogg Teams and GroupsResearchCenter Grant (Northwestern University): Emotional similarity in teams

April 2002 (with Hoon-Seok Choi and Leigh Thompson)

Social Science Research Grant (UC Berkeley): Status, power, and emotion

October 1998

University Graduate Fellowship (UC Berkeley)

1997-1998

Member, Phi Beta Kappa (University of Washington)

1994

Selected External Service & Affiliations (8)

  • Associate Editor, Journal of Personality and Social Psychology, 2014-present
  • Editorial Board Member, Academy of Management Journal, 2011-2015
  • Editorial Board Member, Organizational Behavior and Human Decision Processes, 2009-2011
  • Ad Hoc Journal Reviewer: Journal of Personality and Social Psychology, Psychological Bulletin, Psychological Science, Personality and Social Psychology Bulletin, Organizational Behavior and Human Decision Processes, Organization Science, European Journal of Social Psychology, Emotion, Motivation and Emotion, Cognition and Emotion, Journal of Research in Personality, Journal of Experimental Social Psychology, Journal of Applied Social Psychology
  • Member, International Association of Conflict Management
  • Member, Academy of Management
  • Member, Society for Personality and Social Psychology
  • Member, American Psychological Association

Positions Held (1)

At Haas since 2005

2013 – present, Professor, Haas School of Business 2011 – present, Lorraine Tyson Mitchell Chair in Leadership & Communication II 2008 – 2011, Associate Professor, Haas School of Business 2005 – 2008, Assistant Professor, Haas School of Business 2003 – 2005, Assistant Professor, Stern School of Business 2001 – 2003, Postdoctoral Fellow, Kellogg School of Management

Media Appearances (11)

Professor Profiles: Cameron Anderson, Haas School of Business

MBA Mission  online

2020-07-24

Cameron Anderson, who received his PhD from UC Berkeley in 2001, came to Haas from New York University’s Stern School of Business in 2005. He has received the Earl F. Cheit Award for Excellence in Teaching at Haas seven times and was also named a Bakar Faculty Fellow in 2010. Anderson is currently the Lorraine Tyson Mitchell Chair in Leadership and Communication II as well as the Management of Organizations Group Chair.

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New Insight into the Limits of Self-Insight

Psychology Today  online

2019-09-30

Others who work on similar questions found the results intriguing. “This is fascinating work,” social psychologist Cameron Anderson of the Haas School of Business at University of California, Berkeley, who wasn’t involved in the research, says. “Most people would guess—and many interventions are built upon the assumption—that knowing how smart and skilled you are benefits you in the long run. But this casts doubt on that assumption.”

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New Insights into Self-Insight: More May Not Be Better

Scientific American  online

2019-08-27

Is it a good thing to honestly assess yourself, including your shortcomings? Or better to be a little overconfident? A new study, notable for following new strict pre-registration guidelines, indicated that the happiest people are actually those who vastly overestimate their own abilities. “Most people would guess—and many interventions are built upon the assumption—that knowing how smart and skilled you are benefits you in the long run," said Prof. Cameron Anderson, Lorraine Tyson Mitchell Chair in Leadership & Communication II and Chair of the Management of Organizations Group. "But this casts doubt on that assumption.”

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How to resist the lure of overconfidence

Scientific American  online

2019-08-02

Overconfidence can lead to bad decision making, yet overconfident people are still judged as more competent. "Confidence makes individuals appear more competent in the eyes of others, even when that confidence is unjustified and unwarranted," said Prof. Cameron Anderson, Lorraine Tyson Mitchell Chair in Leadership & Communication II and Chair of the Management of Organizations Group.

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How Trump’s Brazenness Allows Him to Get Away With It

Atlantic  online

2019-07-10

If people use secrecy as a heuristic to gauge importance, they use confidence as a heuristic to gauge competence. As Cameron Anderson, a professor at UC Berkeley’s Haas School of Business, explained to me, “There is a lot of research showing that when people exhibit confidence, they come across as more competent, intelligent, skilled, and so forth.”

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Professor profiles: Cameron Anderson, Haas School of Business

MBA Mission  online

2019-05-23

“Power and Politics in Organizations,” a class taught by Prof. Cameron Anderson, Lorraine Tyson Mitchell Chair in Leadership & Communication II, is “easily one of the most sought-after classes at Haas," according to one student. Another student said the class “teaches students how to gain power and influence people without formal authority” and added that Anderson “teaches applicable skills based on academic research and case studies of great leaders from history.

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The Hidden Status Battles That Can Roil the Office

The Wall Street Journal  online

2018-02-19

Every day, managers bestow perks they believe are positives—publicly giving awards and recognition, giving someone a desk with a window, increasing employees’ responsibilities, and so forth...

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How to Boost Your Confidence In 5 Easy Steps

Shape  online

2018-01-30

To get what you want—at work, in the gym, in your life—it's crucial to have confidence, something we've all learned through experience. But the degree to which that mind-set matters when driving your success may surprise you. "Confidence is on par with competence when it comes to achievement," says Cameron Paul Anderson, Ph.D., a professor in the Haas School of Business at UC Berkeley. When you feel good about yourself, you are willing to take risks and better able to rebound from setbacks. You also think more creatively and push yourself harder, he says.

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Managing Dominance in Teams

SmartBrief  online

2018-01-05

This is the conclusion of a recent study by two academics—Angus Hildreth and Cameron Anderson—at the University of California, Berkeley, Haas School of Business and reported by Shankar Vedantam on NPR’s "Morning Edition." Psychologists refer to this trait as dominance....

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Mansplaining affects the educational progress for women at IC

The Ithacan  online

2017-11-29

Additionally, Cameron Anderson, professor at the Haas School of Business at the University of California, Berkeley, conducted research on overconfidence. His research found that people who speak with confidence tend to be admired and listened to more, and as a result, the competency of a comment is irrelevant in a discussion or meeting setting if one speaks with confidence ...

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Could Venmo Hurt Your Relationships? Yup, Says Expert On Social Status. Here's Why

Forbes  online

2017-08-04

All that financial openness could have a big — and often negative — impact on your relationships, says Cameron Anderson, a professor at the UC Berkeley’s Haas School of Business and an expert on the topic of social standing in groups. Anderson says that while social media has become a key component of how many people manage their status among friends and peers, the difference with sites like Venmo is that they allow people to emphasize transactional aspects in relationships. And that, he says, is likely to erode them ...

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Selected Research Grants (5)

Institute of Industrial Relations Research Grant

University of California 

2006, 2007, 2008, 2009, 2010, 2011, 2012

Junior Faculty Research Grant

University of California 

2005, 2007

Dispute Resolution Research Center Grant

Northwestern University 

April 2002 The sense of power in negotiations and decision-making (with Adam Galinsky)

Kellogg Teams and Groups Research Center Grant

Northwestern University 

April 2002 Emotional similarity in teams (with Hoon-Seok Choi and Leigh Thompson)

Social Science Research Grant

University of California 

1998 Status, power, and emotion

Selected Papers & Publications (11)

Ranking low, feeling high: How hierarchical position and experienced power promote prosocial behavior in response to procedural justice Journal of Applied Psychology

van Dijke, M., De Cremer, D., Langendijk, G., Anderson, C.

2018

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Hierarchical rank and principled dissent: How holding higher rank suppresses objection to unethical practices Organizational Behavior and Human Decision Processes

Kennedy, J. A., Anderson. C.

2017

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Hierarchy and Its Discontents: Status Disagreement Leads to Withdrawal of Contribution and Lower Group Performance Organizational Science

Kilduff, G. J., Willer, R., & Anderson, C.

2016

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The Role of Physical Formidability in Human Social Status Allocation Journal of Personality and Social Psychology

Lukaszewski, A. W., Simmons, Z. L., Anderson, C., & Roney, J. R.

2016

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Failure at the top: How power undermines collaborative performance Journal of Personality and Social Psychology

Hildreth, J. A. D., & Anderson, C.

2016

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Is the Desire for Status a Fundamental Human Motive? A Review of the Empirical Literature Psychological Bulletin

Anderson, C., Hildreth, J. A.D., & Howland, L.

2015

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Sociometric Status and Subjective Well-being Psychological Science

Anderson, C., Kraus, M. W., Galinsky, A. D., & Keltner, D.

2012

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A Status-enhancement Account of Overconfidence Journal of Personality and Social Psychology

Anderson, C., Brion, S., Moore, D. M., Kennedy, J. A.

2012

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The Functions and Dysfunctions of Hierarchy Research in Organizational Behavior

Anderson, C., & Brown, C.

2010

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The Pursuit of Status in Social Groups Current Directions in Psychological Science

Anderson, C., & Kilduff, G.

2009

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Why do dominant personalities attain influence in groups? A competence-signaling account of personality dominance Journal of Personality & Social Psychology, 96, 491-503.

Anderson, C., & Kilduff, G.

2009

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Teaching (1)

Courses

Power and Politics in Organizations Negotiations and Conflict Resolution