Research Interests: Managing intergroup relations; Establishing a sense of purpose
Organizational leadership is the act of influencing employees from various teams, units, and other groups to achieve a common purpose. By extension, two key challenges of leadership involve (1) establishing a common purpose and then (2) orchestrating the efforts of a multitude of groups toward that purpose. I investigate unanswered questions related to both topics. In particular, I focus on why leaders sometimes take actions that backfire (for example, attempting to resolve conflict but then inadvertently escalating it), as well as how leaders can avoid these unintended consequences.
Seval Gundemir, Andrew Carton, Astrid Homan (2018), The impact of organizational performance on the emergence of Asian American leaders, Journal of Applied Psychology.
Andrew Carton and Brian Lucas (2017), How can leaders overcome the blurry vision bias? Mental time travel as an antidote to the paradox of vision communication, Forthcoming in Academy of Management Journal.
Andrew Carton (2017), “I’m not mopping the floors — I’m putting a man on the moon”: How NASA leaders enhanced the meaningfulness of work by changing the meaning of work, Forthcoming in Administrative Science Quarterly..
Description: Published in Best Paper Proceedings of the Academy of Management Conference: Atlanta, GA.
Andrew Carton and Basima Tewfik (2016), A new look at conflict management in work groups, Organization Science, 27 (5), pp. 1125-1141.
Cindy Zapata, Andrew Carton, Joseph Liu (2016), When justice promotes injustice: Why minority leaders experience bias when they adhere to interpersonal justice rules, Academy of Management Journal.
Description: Published in Best Paper Proceedings of the Academy of Management Conference: Vancouver, BC
Andrew Carton, Chad Murphy, Jonathan R. Clark Vision and Values.
Description: Published in Best Paper Proceedings of the Academy of Management Conference: Philadelphia, PA.
Andrew Carton, Chad Murphy, Jonathan R. Clark (2014), A (blurry) vision of the future: How leader rhetoric about ultimate goals influences performance, Academy of Management Journal.
A.S. Rosette, Andrew Carton, L. Bowes-Sperry, P. F. Hewlin (2013), Why do racial slurs remain prevalent in the workplace? Integrating theory on intergroup behavior, Organization Science.
We all spend much of our lives in organizations. Most of us are born in organizations, educated in organizations, and work in organizations. Organizations emerge because individuals can't (or don't want to) accomplish their goals alone. Management is the art and science of helping individuals achieve their goals together. Managers in an organization determine where their organization is going and how it gets there. More formally, managers formulate strategies and implement those strategies. This course provides a framework for understanding the opportunities and challenges involved in formulating and implementing strategies by taking a "system" view of organizations,which means that we examine multiple aspects of how managers address their environments, strategy, structure, culture, tasks, people, and outputs, and how managerial decisions made in these various domains interrelate. The course will help you to understand and analyze how managers can formulate and implement strategies effectively. It will be particularly valuable if you are interested in management consulting, investment analysis, or entrepreneurship - but it will help you to better understand and be a more effective contributor to any organizations you join, whether they are large, established firms or startups. This course must be taken for a grade.
This course develops students abilities to work productively in diverse teams and includes discussion and application of research-based best practices for maximizing team performance. This course is for Wharton students only. This is a cross-listed course. Students may enroll in WH 301 or MGMT 301.
Awarded to one faculty member at Wharton based on excellence in teaching undergraduate core classes.
(nominated for two different papers)
New Wharton research looks at why some vision statements are more powerful than others, and how leaders can craft them effectively.Knowledge @ Wharton - 2019/07/15