Sal Mistry is an assistant professor of management in the Department of Business Administration at the Alfred Lerner College of Business and Economics at the University of Delaware. In 2014, he received a doctorate in organizational behavior from Mays Business School at Texas A&M University.
Before pursuing his doctorate, Mistry spent the first 17 years of his career as an executive, business, supply chain and marketing consultant within domestic and international businesses across more than 13 industries including advertising, defense, entertainment, healthcare, hospitality and leisure, manufacturing and pharmaceutical.
His research seeks to unpack factors that shape fragmentation and integration within and between leaders, individuals and teams. Mistry’s work has been published in journals including the Academy of Management Review, Journal of Applied Psychology and Journal of Organizational Behavior. His teaching interests are organizational behavior, leadership and teams.
Mistry was formerly a professor of practice in the Cox School of Business at Southern Methodist University. There, he won numerous teaching and mentoring awards on both school and university levels, including the Provost’s Teaching Recognition Award in 2016, one of the most prestigious awards given at Southern Methodist University.
Throughout his practical and academic careers, Mistry has authored several business press articles and whitepapers that have appeared in outlets such as Harvard Business Review Online, Octane, Texas CEO, D CEO, Industry Week, CFO and Small Business Today.
Industry Expertise (3)
Areas of Expertise (5)
Media Appearances (5)
“Managing Your Boss” can lead to good working relationships with managers, research reveals
FIU News online
Research from Florida International University’s College of Business (FIU Business) shows that a key way to foster trust, loyalty and better results in the workplace involves employees learning how to manage their bosses.
5 Things Your Coworkers Don’t Want to Hear You Talk About
“The blended work-life world is here to stay,” declares MetLife’s 2019 annual U.S. employee benefit trends study, “Thriving in the New Work-Life World.” Remote work is ubiquitous, and employees want to feel like they are treated as individuals, with benefits addressing the needs they have in their own lives. And having a workplace “where coworkers feel like friends and family” is one of the top five drivers of happiness, according to the report.
Managing at Work
University of Delaware UDaily online
You may have heard the concept of “managing your boss,” an idea that percolates on LinkedIn and Facebook feeds. It sounds a little weird in the top-down workplace culture that most of us live in.
Meetings aren’t the biggest time waster at work. This thing is
Fast Company online
If you’re not getting enough done at work, it can be easy to blame meetings. They often make the top-five list of productivity busters, but there’s something lurking in your workplace that is probably wasting more time than you realize.
The 4 Things Resilient Teams Do
Harvard Business Review online
Whether it’s an entrepreneur who finally succeeds in the marketplace after numerous failed attempts or bankruptcies, a scientist who generates the breakthrough compound for a life-saving medication after years of failed drug trials, or a basketball player who overcomes a severe injury and a shooting slump to advance their team in a big tournament, resilience is often identified as one of the factors that helps individuals get ahead.
Take it from the Top: How Intensity of TMT Joint Problem Solving and Levels of Interdependence Influence Quality of Strategy Implementation Coordination and Firm PerformanceJournal of Management Studies
2022 Despite the belief that strategy implementation begins at the very top of a firm, there remains an inadequate understanding about top management teams' (TMTs) involvement in the strategy implementation process. Building upon and extending strategic leadership theory, we develop and empirically test a theoretical model of the interactive effects of the intensity of TMT joint problem solving and level of TMT interdependence on quality of TMT strategy implementation coordination and firm performance.
Too many teams? Examining the impact of multiple team memberships and permanent team identification on employees’ identity strain, cognitive depletion, and turnoverPersonnel Psychology
2022 As the prevalence of multiple team membership (MTM) arrangements continues to grow, researchers have argued that shifting between teams and work roles induces MTM identity strain and other harmful outcomes. Drawing from work role transitions research on role identity and integrating it with social identity theory, we investigate this line of reasoning by conducting two studies, one field and one online panel study, focusing on blended MTMs, in which employees are concurrently assigned to a permanent team and several temporary project teams.
Managing Your Boss (MYB) as a proactive followership behavior: Construct validation and theory developmentPersonnel Psychology
2022 Employees can be proactive in establishing good working relationships with their managers to enhance their own effectiveness. We propose that an important way that they can do so is by engaging in behaviors we refer to as “Managing Your Boss” (MYB) that involve employees taking the initiative to understand their managers’ goals, needs, and working styles and adapt their job priorities and actions accordingly.
Bouncing Back Together: Toward a Theoretical Model of Work Team ResilienceAcademy of Management Review
2020 In today’s turbulent business environments, work teams frequently face a variety of adverse conditions and, as a result, can experience process breakdowns and performance declines. Despite existing research on team effectiveness, we know very little about what enables teams to “bounce back” from adversity-induced setbacks. This is problematic because such negative experiences can lead to team failure.
Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticityJournal of Organizational Behavior
2018 Leadership scholars have yet to identify a clear and consistent relationship between leader conscientiousness and followers' satisfaction with a leader. Drawing from socioanalytic theory and related personality research, we argue that the underlying motives of leader conscientiousness can manifest in systematically different behaviors aimed at team task accomplishment, ranging from rigid and order-driven to relatively more adaptable approaches.
2016 Provost’s Teaching Recognition Award (professional)
2017 Southern Methodist University,
Outstanding BBA Professor (professional)
2017 Cox School of Business, Dallas, Texas
Outstanding MBA Professor (professional)
2017 Cox School of Business, Dallas, Texas