Areas of Expertise (11)
Shefali V. Patil is an educator and researcher who studies decision making in high-stakes, mission-driven organizations, particularly those in the military, law enforcement, emergency medical rescue, and humanitarian aid sectors. She is particularly interested in how employees balance their fiduciary duties toward their organizations and their responsibilities toward the beneficiaries of their work. Of late, she is engaged in a multi-site research program examining the effects of body worn cameras (BWCs) on police officer decision making, and behaviors in their communities.
Patil is an assistant professor of management at the McCombs School of Business, The University of Texas at Austin.
She is published in scholarly journals, and has received a number of research grants from both the McCombs School and Wharton School of Business.
Wharton School of Business, University of Pennsylvania: Ph.D., Management 2014
Stern School of Business, New York University: B.S., Management and Organizations; and Marketing 2008
Summa Cum Laude
Micro and macro scholars alike have long warned about “incongruent” work environments that sow confusion by sending inconsistent normative signals to employees. We argue that these warnings rest on the debatable assumption that employees do not have cognitive bandwidth and emotional resilience to do more than single-mindedly pursue internally consistent goals.
Managers face hard choices between process and outcome systems of accountability in evaluating employees, but little is known about how managers resolve them. Building on the premise that political ideologies serve as uncertainty-reducing heuristics, two studies of working managers show that:(1) conservatives prefer outcome accountability and liberals
prefer process accountability in an unspecified policy domain.
We present a minority influence framework that specifies how norms can shift in response to a challenger's consistent modeling, advocating, or inquiring about helping behavior, contingent on prosocial impact, status, similarity, work unit agreeableness and openness.
In this chapter, we examine the psychological state of employee work engagement. Our objective is to provide an overview of the engagement construct, clarify its definition, and discuss its behavioral outcomes. We discuss the development of the work engagement construct, which has led to many inconsistencies among scholars about its definition.