Areas of Expertise (3)
Organizational Culture and Firm Performance
Norms in Diverse Groups
Leadership and the Impact of Leader Attributes on Team Performance
Jennifer Chatman is the Paul J. Cortese Distinguished Professor of Management and a faculty member in the Management of Organizations (MORS) Group at Berkeley Haas. In her research, teaching, and consulting work, she focuses on how organizations can leverage culture for strategic success and how diverse teams can optimize performance. Her award-winning research has shown, for example, how emphasizing innovation in the context of a strong culture increases firms' financial success, how narcissistic leaders create organizational cultures lower in collaboration and integrity, and how norms to cooperate can cause members to blur differences among them, even if those differences are useful for group performance—suggesting that collaboration should be calibrated in diverse teams.
Chatman is the Co-Director of the Berkeley Culture Initiative, the Associate Dean for Learning Strategies at the Haas School of Business, an Editor for the journal Research in Organizational Behavior, and runs the Leading Strategy Execution Through Culture executive education program. She has served in many other leadership roles at Haas and UC Berkeley over the years. Chatman earned her PhD at Berkeley Haas, and her BA in Psychology from UC Berkeley.
Haas School of Business, UC Berkeley: PhD, Business Administration
UC Berkeley: BA, Psychology
Honors & Awards (15)
Member of Berkeley Haas "Club 6" for high teaching scores (2019 & each year since 1993) Named on Poets & Quants “World’s Best B-School Professor” list (2012) Cheit Teaching Award for Teaching Excellence, Berkeley-Columbia Executive MBA Program (2007) Cheit Teaching Award Honorable Mention, FTMBA, EWMBA & PhD programs (1994, 1996, 1997, 1998) Outstanding Teacher of the Year Award, 2nd place, Kellogg Graduate School of Management Evening MBA program (1991)
"Outstanding Publication in Organizational Behavior," Academy of Management
2020 For "Chatman, J. A., Greer, L. L., Sherman, E., & Doerr, B. (2019). Blurred lines: How the collectivism norm operates through perceived group diversity to boost or harm group performance in Himalayan mountain climbing. Organization Science, 30(2), 235-259." This award recognizes one paper chosen from those published in the OB domain in a particular year.
Harvard Business School Paul Lawrence Seminar Speaker
2019 "This seminar is “intended to “bring a luminary in the field of Organizational Behavior to Harvard Business School to honor the life, scholarship, and legacy of Paul Lawrence.”
“Best Paper of the Year” Runner Up, The Leadership Quarterly
2019 For “O’Reilly, C., Chatman, J., & Doerr, B. (2018). See you in court: How CEO narcissism increases firms’ vulnerability to lawsuits. The Leadership Quarterly, 29 (3): 365-442."
“Best Paper of the Year,” Group and Organization Management
2015 For “The Promise and Problems of Organizational Culture: CEO Personality, Culture, and Firm Performance.”
Inducted as a Fellow of the Academy of Management
“Most Influential Paper Award,” 1997-2000, Academy of Management, Conflict Management Division
2005 For “Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes” published in Administrative Science Quarterly, 1998, 43 (4): 749-780.
2004 For the article that “made the most important contribution to improving the practice of management,” in California Management Review for “Leading by Leveraging Culture.”
L.L. Cummings Scholar Award, Academy of Management Organizational Behavior Division
1998 Awarded for “outstanding achievement to one researcher in early mid-career.”
Administrative Science Quarterly Award for Scholarly Contribution
1997 For “the article that had the most impact on the field of organizational behavior over the past five years,” for Mixing and matching people and organizations: Selection and socialization in public accounting firms.
Schwabacher Research Award, Haas School of Business
Ascendant Scholar Award, Western Academy of Management
Best Paper Award, Academy of Management Organization and Management Theory Division
1991 For “Assessing the relationship between industry characteristics and organizational culture: How different can you be?”
Outstanding Paper Based on a Dissertation Award, Academy of Management Organizational Behavior Division
1989 For “Mixing and Matching People and Organizations: Selection and Socialization in Public Accounting Firms.”
Phi Beta Kappa
Selected External Service & Affiliations (14)
- Simpson Manufacturing (NYSE: SSD) Board of Directors Outside Director (2004 – present), and Chair of the Compensation and Leadership Committee (2009 – present)
- Prospect Sierra School (Trustee, Chair of Compensation Working Group) - 2006-present
- Young Presidents Organization (YPO) faculty member (2017-present)
- Greater Good Science Center, University of California, Faculty Board Member (2011 – present)
- Healthcare Business Women’s Association, Advisory Board Member (2011 – 2014)
- The Trium Group, Academic Affiliate (2004 – present)
- Ashesi University, Ghana, Africa Advisory Board Member (1999 – 2005)
- UC Berkeley Center for Health Research Advisory Board Member (2003 – 2006)
- Center for Executive Development at Haas Advisory Board Member (1996 – 1998)
- East Bay Outreach Program, University of California Faculty Advisor (1995 – 1999)
- Editorial Boards: Academy of Management Annual Reviews Editorial Committee (2005 – 2007); Academy of Management Journal (1989 – 1993); Academy of Management Review (1997 – 1999; 2002 – 2009); Administrative Science Quarterly (1992 – 2002); Annual Review of Organizational Psychology and Organizational Behavior (2013-2016); California Management Review (1994 – present) Journal of Applied Psychology (1998 – 1999); The Leadership Quarterly (2017 to present)
- Association Memberships: Fellows of the Academy of Management (inducted 2006); Academy of Management American Psychological Association; American Psychological Society; Society for Organizational Behavior
- Executive Development (partial list): Leading High Performance Cultures (faculty director); Berkeley Executive Leader Program (former faculty director); Women's Executive Leader Program; New Manager Boot Camp; various custom programs
- Consulting (partial list): Cisco Systems, Clorox, The Coca-Cola Company, Conoco-Phillips, Daimler (Mercedes), Draper, Richards, Kaplan Foundation, Franklin Templeton Investor Services, Gallo Winery, Genentech, Goldman Sachs, Kaiser Permanente, Mars Inc., New York Life, Novartis, OSIsoft, PG&E, Pixar, Portland Trail Blazers, Prudential, PricewaterhouseCoopers, Qualcomm, Raiders Football, Roche, Salesforce, Sandia National Laboratory, Schneider Electric, Sony, Statoil, Wolters Kluwer, United Capital, U.S. Treasury
Positions Held (2)
At Haas since 1993
2019 – present, Associate Dean of Learning Strategies, Berkeley Haas 2019 – present, Editor, Research in Organizational Behavior 2018 – present, Founder and Co-Director, Berkeley Haas Culture Initiative 2001 – present, Paul J. Cortese Distinguished Professor of Management 2001 – 2004, Director, Haas School of Business PhD Program 2001 – 2002, Marvin Bower Fellow, Harvard Business School 1997 – 2000, Harold Furst Professor of Management Philosophy and Values, Haas School of Business 1993 – 2001, Assistant and Associate Professor, Haas School of Business 1987 – 1993, Assistant and Associate Professor of Organization Behavior, Kellogg Graduate School of Management, Northwestern University 1991 – 1992, Visiting Associate Professor and Research Psychologist, Institute of Personality and Social Research and Visiting Professor, Haas School of Business
Corporate and Organizational Boards
2004 – present, Simpson Manufacturing (NYSE: SSD) Board of Directors Outside Director, and Chair of the Compensation and Leadership Committee (2009 – present) 2006 - present, Prospect Sierra School (Trustee, Chair of Compensation Working Group) Young Presidents Organization (YPO) faculty member (2017-present) 2011 – 2014, Greater Good Science Center, University of California, Faculty Board Member 2011 – 2014, Healthcare Business Women’s Association, Advisory Board Member 2004 – present, The Trium Group, Academic Affiliate 1998 – 2006, BrassRing Systems Inc. Advisory Board Member 2001 – 2004, Thinkshed Advisory Board Member 2002 – 2006, Unicru Advisory Board Member, formerly Guru Worldwide 1999 – 2005, Ashesi University, Ghana, Africa Advisory Board Member 2003 – 2006, UC Berkeley Center for Health Research Advisory Board Member 1996 – 1998, Center for Executive Development at Haas Advisory Board Member 1995 – 1999, East Bay Outreach Program, University of California Faculty Advisor 1998 – 1999, Institute for Management Studies Advisory Board Member
Media Appearances (15)
Biden administration rolls out new vaccine incentives
States are pushing incentives from free baseball tickets and gift cards to donuts and beer to encourage people to get vaccinated. But incentives may not always work the way we hope. “For people who philosophically believe that vaccines are problematic, and the government is not trustworthy, [incentives] may even make them more suspicious,” said Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management.
The ‘Well-Being-Engagement Paradox’ Explains Why You Suddenly Can’t Focus on Work as Pandemic Restrictions Loosen
With Covid throwing everyday life into disarray, the remote work environment provided a sense of familiarity and comfort. “Work helped people to maintain some sense of normalcy, even for those who were working remotely,” said Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management and Associate Dean for Learning Strategies. “It’s not just about remote work, though people definitely appreciate the flexibility, but more about a sense of normalcy amidst change.”
3 ways to keep your company culture intact after the pandemic
Fast Company online
Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management and associate dean for Learning Strategies, co-authored an article in the Harvard Business Review that Fast Company cites. It proposed looking at cultural adaptability—”your organization’s ability to innovate, experiment, and quickly take advantage of new opportunities.”
Started A New Job While Remote? Here’s How To Get To Know Your Co-Workers In Person
Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management and associate dean for Learning Strategies, advises employees who began their jobs working remotely to make an effort to get to know their colleagues when they return to the office.
Researchers publish recommendations for using behavioral science to increase vaccine uptake
The Daily Californian online
A new report from a task force co-chaired by Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management and Associate Dean for Learning Strategies, made recommendations for how to increase the rate at which people accept COVID-19 vaccinations, including offering time off for vaccination appointments, providing testimonials from peers, and considering having qualified peers inject the vaccine. “We believe that vaccine uptake—people’s willingness to take the vaccine—is more of a psychological than medical issue,” she said.
COVID-19 Has Redefined the Workplace – for Better or Worse
There will also be some types of work that require in-person collaboration, and the lack of social cues in a remote environment can be particularly problematic. Even so, Prof. Jennifer Chatman predicts that office work post-pandemic will be much less focused on process and much more on results. “I think people will gain autonomy, and that could lead to greater focus on outcomes,” says Chatman, the Paul J. Cortese Distinguished Professor of Management and Associate Dean for Learning Strategies.
How narcissistic leaders infect their organizations' cultures
Vet Candy online
Research by Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management, has shown the profound impact narcissistic leaders have on their organizations and the long-lasting damage they inflict. Like carriers of a virus, narcissistic leaders "infect" the very cultures of their organizations, leading to dramatically lower levels of collaboration and integrity at all levels -- even after they are gone.
Moving the Middle: How to Get More People to Take Vaccines
The final report from the COVID-19 Vaccination Uptake Behavioral Science Task Force is “eminently practical,” said Wharton management professor Sigal Barsade, who co-chaired the task force along with Penn psychology professor Angela Duckworth and Jennifer Chatman, a management professor at University of California Berkeley’s Haas School of Business.
Elon Musk moved to Texas and embraced celebrity. Can Tesla run on Autopilot?
The Washington Post online
Experts are questioning whether Elon Musk can handle the pressures of his multiple companies without missteps. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management and the associate dean for Learning Strategies, pointed to Tesla’s firing of workers who had opted to stay home during the pandemic as a strategic misstep. "Every time you reduce the quality of Tesla as a workplace then by definition you’re going to reduce the quality of the employees who are willing to work there," she said.
Opinion | The Narcissist in Chief Brings It All Crashing Down
The New York Times online
This op-ed calls President Trump a malignant narcissist who, when backed into a corner, behaves erratically. "It should be absolutely no surprise that this is where we are," said Prof. Jennifer Chatman, associate dean for Learning Strategies, who has published several papers on the ways in which narcissist leaders damage organizations. "It’s never a pretty transition when (narcissists) have to go."
Things to stop saying at work in 2021
MSN Money online
"Empower" is the word to lose in 2021, said Prof. Jennifer Chatman, Associate Dean for Learning Strategies and Paul J. Cortese Distinguished Professor of Management. This buzzword may come across as patronizing, so use it with caution. "It's the most condescending transitive verb ever," she said.
6 keys to build a post-COVID-19 company culture
HR Morning online
Companies with cultures that are strong, strategically aligned, and built with the ability to adapt quickly to dynamic environments like the pandemic perform 15% better than those that are less adaptable, according to research by Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management and Associate Dean for Learning Strategies.
Researchers Find That Narcissistic Leaders ‘Infect’ The Cultures Of Their Organizations
"Narcissistic leaders affect the core elements of organizations and their impact on society," says Chatman. "Companies organize because they can do something together that no individual could accomplish alone. When narcissistic leaders undermine collaboration, they by definition reduce the effectiveness of an organization. Without integrity, an organization risks its very survival.”
Nxivm cult leader Keith Raniere used 'multilevel marketing' tactics to lure members who eventually became branded 'slaves,' according to survivor India Oxenberg
Business Insider online
There's incredible power in the interpersonal dynamics found in both multilevel marketing schemes and cults. "The psychological techniques are the same," said Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management. "It's about solidifying a person's identity as linked to this organization and increasing their commitment to the organization so that they're willing to kind of do anything."
South Bay lawyer’s inside role in the Google sexual misconduct settlement
San Jose Spotlight online
While the $310 million Google settlement is significant, the corporate world must go beyond rules and change its culture in order to stamp out sexual harassment, said Prof. Jennifer Chatman.
Selected Papers & Publications (12)
The mistaken preference for overclaiming credit in groupsUnder review
Stein, D., Schatz, D., Schroeder, J., & Chatman, J.
Deciphering the cultural code: Perceptual congruence, behavioral conformity, and the interpersonal transmission of cultureUnder review
Lu, R., Chatman, J., Goldberg, A., & Srivastava, S.
Cultures of genius at work: Organizational mindsets predict cultural norms, trust, and commitmentPersonality and Social Psychology Bulletin
Canning, E., Murphy, M., Emerson, K., Chatman, J., Dweck, C, & Kray, L.
Measuring organizational culture: Converging on definitions and approaches to advance the paradigmC. Newton & R. Knight (Eds.) Handbook of research methods for organizational culture. Edward Elgar Publishing: Cheltenham, UK.
Chatman, J. & Choi, A
Transformational leader or narcissist? How organizations can prevent grandiose narcissists from destroying organizations and institutionsCalifornia Management Review
O'Reilly, C. & Chatman, J.
Perspectives on national and organizational cultureOxford Handbook of Culture and Organizations
Chatman, J. & Gelfand, M.
Blurred lines: How the collectivism norm operates through perceived group diversity to boost or harm group performance in Himalayan mountain climbingOrganization Science
Chatman, J., Greer, L., Sherman, E., & Doerr, B.
"See you in court": How CEO narcissism increases firms' vulnerability to lawsuitsThe Leadership Quarterly
O’Reilly, C., Doerr, B., & Chatman, J.
Paradigm lost: Reinvigorating the study of organizational cultureResearch in Organizational Behavior
Chatman, J. & O’Reilly, C.
Creativity from constraint: How the PC norm influences creativity in mixed-sex work groupsAdministrative Science Quarterly
Goncalo, J., Chatman, J., Duguid, M., & Kennedy, J.
Parsing organizational culture: The joint influence of culture content and strength on performance in high-technology firmsJournal of Organizational Behavior
Chatman, J., Caldwell, D., O’Reilly, C., & Doerr, B.
Narcissistic CEOs and executive compensationThe Leadership Quarterly
O'Reilly, C., Doerr, B., Caldwell, D., & Chatman, J.
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