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)
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.
The business lunch will eventually be back — because Zoom can’t replace everything
The Washington Post online
Jennifer Chatman, a professor of management at the Haas School of Business at the University of California at Berkeley, says the pandemic will likely teach organizations that plenty can be done remotely. But not everything. “There are some kinds of tasks — projects and periods of time where in-person collaboration is optimal — and organizations are going to be much more deliberate about these,” she says. “I’d put business lunches in that category. People will reserve a special place for that.”
7 Patronizing Phrases at Work To Avoid—And What To Say Instead
Well + Good online
Some language used at work can come off as patronizing, even unintentionally. While we may have good intentions, others don’t have access to our intentions, only to our behaviors, said Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management.
The Economy Is Reeling. The Tech Giants Spy Opportunity.
The New York Times online
Pushing hard during a downturn has proven a successful strategy for large tech companies in the past. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management, said Apple pushed R&D for two years during the early 2000s. That led the company, which nearly went bankrupt in the late 1990s, to create both the iPod and iTunes, out of which came the iPhone and an amazing growth streak.
What's the future of remote working?
How might remote work affect whether companies choose to stay in California or relocate to places like Nevada? "I think organizations are going to get a lot more savvy about what kinds of work can be done remotely," said Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management.
Will the Bay Area ever go back to the office or is work-from-home here to stay?
Santa Cruz Sentinel online
Many business owners and managers have become surprisingly adaptable, thanks in part to video conferencing and other technological tools that help workers collaborate and meet virtually. "I think most organizations would say, 'Wow, we can do a lot more remotely than we thought,' " said Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management.
The 5 signs of narcissistic leaders (and what you can do about them)
Management Today online
Research by Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management, has found that when leaders are narcissists, they change corporate culture for the worse.
How Narcissistic Leaders Destroy from Within
Insights by Stanford Business online
Boards tend to select CEOs who seem confident and full of charisma. Sometimes they’re as good as their promise, but others turn out to be not just confident but arrogant and entitled. Research co-authored by Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management, has found that when leaders are narcissists, they change corporate culture for the worse.
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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