Constantinos Coutifaris

Constantinos Coutifaris
  • Doctoral Candidate

Contact Information

  • office Address:

    3112 SH-DH
    3620 Locust Walk
    Philadelphia, PA 19104

Research Interests: organizational and team culture, onboarding and socialization, leader mindsets, psychological safety

Links: CV, Personal Website


I am a Doctoral Candidate in Management and Organizational Behavior at the Wharton School of the University of Pennsylvania. I study how leaders and employees shape the stability and adaptability of organizational and team culture from the top-down and bottom-up.

In one stream of research, I explore the dynamic nature of culture. I focus on how leaders and employees contribute to the adaptability of culture by changing team culture, as well as contribute to its stability by taking responsibility for the culture and newcomers’ experience of it. In a second stream of research, I examine how leader mindsets towards adaptability and stability have far-reaching implications for individual behavior, organizational culture, performance, and change. My work has been published in journals such as Organization Science, Academy of Management Journal, and Research in Organizational Behavior.

Prior to my doctoral studies at Wharton, I spent eight years in the financial services industry, most recently leading turnarounds of industrial organizations. I received my M.B.A. from Wharton where I was a Palmer Scholar and the 2011 McGowan Fellow, and my B.A. from Haverford College in Economics (honors) and Philosophy.

Continue Reading


  • Constantinos Coutifaris and Adam Grant (2021), Taking Your Team Behind the Curtain: The Effects of Leader Feedback-Sharing and Feedback-Seeking on Team Psychological Safety, Organization Science, forthcoming.

  • Andrew Carton, Karren Knowlton, Constantinos Coutifaris, Timothy Kundro, Andrew Boysen (2021), Painting a clear picture while seeing the big picture: When and why leaders overcome the tradeoff between concreteness and scale, Academy of Management Journal, conditionally accepted.

  • Sigal Barsade, Constantinos Coutifaris, Julianna Pillemer (2018), Emotional Contagion in Organizational Life, Research in Organizational Behavior, 38, pp. 137-151.

    Abstract: Leveraging the wealth of research insights generated over the past 25 years, we develop a model of emotional contagion in organizational life. We begin by defining emotional contagion, reviewing ways to assess this phenomenon, and discussing individual differences that influence susceptibility to emotional contagion. We then explore the key role of emotional contagion in organizational life across a wide range of domains, including (1) team processes and outcomes, (2) leadership, (3) employee work attitudes, (4) decision-making, and (5) customer attitudes. Across each of these domains, we present a body of organizational behavior research that finds evidence of the influence of emotional contagion on a variety of attitudinal, cognitive, and behavioral/performance outcomes as well as identify the key boundary conditions of the emotional contagion phenomenon. To support future scholarship in this domain, we identify several new frontiers of emotional contagion research, including the need to better understand the “tipping point” of positive versus negative emotional contagion, the phenomenon of counter- contagion, and the influence of computer mediated communication and technology within organizations and society on emotional contagion. In closing, we summarize our model of emotional contagion in organizations, which we hope can serve as a catalyst for future research on this important phenomenon and its myriad effects on organizational life.


Past Courses


    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.


Latest Research

Constantinos Coutifaris and Adam Grant (2021), Taking Your Team Behind the Curtain: The Effects of Leader Feedback-Sharing and Feedback-Seeking on Team Psychological Safety, Organization Science, forthcoming.
All Research