Jennifer Manegold, Ph.D., is an associate professor and chair of the Department of Management at Florida Gulf Coast University. She recently launched the Southwest Florida Leadership Institute, designed to help employees gain particular skills to support their long-term career goals. Manegold's research focuses on organizational justice, human-resource management and the study of effective interpersonal relationships (including mentoring and teams).
Areas of Expertise (8)
Management & Leadership
Organizational Behavior and Leadership
Work and Family Linkages
40 under 40 (professional)
Presented by Gulfshore Business magazine.
The University of Texas at Arlington: Ph.D., Business Management 2014
Dissertation: "Negative exchange spirals: A process model of daily incivility among coworkers"
The University of Texas of the Permian Basin: M.B.A., Management 2006
The University of Texas of the Permian Basin: B.A., Communications and English 2004
- Academy of Management : Member
- Southern Management Association : Reviewer
- Human Resource Management Journal : Reviewer
- Human Relations Journal : Reviewer
- Journal of Education for Business : Editorial Board Member
Selected Media Appearances (1)
Work-from-home moms often strain to balance caregiving & employment, experts say
Dr. Jennifer Manegold talks with NBC2 about the challenges facing working mothers during the pandemic and beyond.
Selected Event Appearances (3)
A social network perspective on the pluralistic ignorance of family-friendly benefits
Southern Management Association Conference Norfolk, Virginia
Narrowing gender pay gap by fostering commitment of women in the workplace: Evidence from Southeast Asia
Academy of International Business Copenhagen, Denmark
How ethical leadership relates to conflict and turnover intentions: A relational systems approach
Southern Management Association Conference Lexington, Kentucky
Selected Articles (3)
Looking on the bright side: Rewarding civil behavior in academiaIndustrial and Organizational Psychology: Perspectives on Science & Practice
Jennifer G. Manegold, Rebecca A. VanMeter and Wendy J. Casper
2019 What is legal is not always what is ethical. Through their discussion of the legal ambiguities surrounding academic freedom, Cortina, Cortina, and Cortina (Reference Cortina, Cortina and Cortina2019) demonstrate why the law, and the “ever-changing legal landscape” (p. 361), is an insufficient remedy for the “wicked problem” (Camillus, Reference Camillus2008) that uncivil discourse and behaviors can introduce into academic workplaces—namely counterproductivity that results in “failing to advance the teaching, research, or service mission of the public university” (Cortina et al., Reference Cortina, Cortina and Cortina2019, p. 372). One aspect of their article that drew our attention was their argument suggesting the merit in promoting and rewarding civil and kind behavior in organizations (academic or otherwise). This commentary expands on their suggestion by first discussing incivility through a positive ethics framework and then by outlining the inherent value in rewarding civil behavior in the workplace through a practical discussion related to defining, promoting, and rewarding civility. We conclude by describing a specific example: a scholarship award for doctoral students that was created to reward those who demonstrate positive community building.
Delivering bad news: How procedural unfairness affects messengers' distancing and refusals.Journal of Business Ethics
James J. Lavelle, Robert Folger and Jennifer G. Manegold
2016 Drawing from a social predicament and identity management framework, we argue that procedural unfairness on the part of decision makers places messengers in a dilemma where they attempt to protect their professional image or legitimacy by engaging in refusals (e.g., curbing explanations) and exhibiting distancing behaviors (e.g., minimizing contact with victims) when delivering bad news. Such behaviors however, violate key tenets of fair interpersonal treatment. The results of two experiments supported our hypotheses in samples of experienced managers. Specifically, we found that levels of messengers' distancing and refusals were greater when the procedures used by decision makers were unfair rather than fair. Additionally, messengers' perceptions of a predicament (honesty versus disclosure) mediated these relationships. Implications and future research directions regarding the ethical delivery of bad news in the workplace are discussed.
Subordinate perceptions of family-supportive supervision: the role of similar family-related demographics and its effect on affective commitmentHuman Resource Management Journal
Dynah A. Basuil, Jennifer G. Manegold, Wendy J. Casper
2016 Using survey data from 227 employees, we draw from shared reality theory to study subordinate perceptions of family-supportive supervision, its antecedents and outcomes. We focus on similarity in salient subordinate and supervisor family-related demographics as an antecedent to perceived family-supportive supervision. As expected, female subordinates perceived more family-supportive supervision from female supervisors than from male supervisors. Likewise, parent subordinates perceived parent supervisors, compared with nonparent supervisors, to be more family supportive. Subordinate perception of family-supportive supervision also positively related to affective commitment – mediating the indirect positive relationship between similarity in family-related demographics and affective commitment.