Photo of Andrew Carton

Andrew Carton

Assistant Professor of Management

Research Interests: intergroup behavior, goal systems

Links: CV

Groups are often considered the building block of organizations because they are the most basic unit in which employees interact and get work done. In recent years, increasing workforce diversity has caused the dynamics between groups to become more complex, as employees often divide into distinct racial, hierarchical, and functional subgroups. In my research I aim to advance our understanding of how members of different subgroups interact, as well as how relationships between members of different subgroups can be managed. Extending from this work, I also have a more recently evolved stream of research that examines one of the key challenges of leading collectives composed of various subgroups: helping employees from distinct racial, hierarchical, and functional areas realize that they are working toward a common purpose. In line with the notion that organizational leadership involves influencing a set of groups to pursue a common purpose, my two research streams—managing intergroup relations and establishing a common purpose—feature two core themes of organizational leadership.



  • Andrew Carton, Andrew Boysen, CEOs, COOs, and Cognition: Resolving a Top Management Team Conundrum  Description
  • Andrew Carton, Chad Murphy, Jonathan R. Clark, Vision and Values  Description
  • Andrew Carton, J. N. Cummings, Striking a balance: The impact of balanced versus imbalanced subgroups on work team performance  Description
  • Andrew Carton, R.P. Larrick, L. Page, Back to the grind: How attention affects satisfaction during goal pursuit  Description
  • Andrew Carton, J. N. Cummings, A faultline-based model of team leadership  Description
  • Andrew Carton, Enhancing leadership theories with goal structure  Description