Payal Sharma’s research broadly explores themes of power and control in work settings. Specifically, she examines topics including empowering leadership, stress and coping, and interpersonal mistreatment. She is a field researcher who uses both quantitative and qualitative methods to conduct her work.
Her research has been published in the Journal of Applied Psychology, Leadership Quarterly, and Group and Organization Management. She has received distinctions including a 2015 Best Paper nomination at Group and Organization Management and the 2011 Lee Hakel Graduate Student Dissertation Scholarship from the Society for Industrial and Organizational Psychology.
She earned her Ph.D. in organizational behavior from the University of Maryland, College Park; an M.A. in organizational management from The George Washington University; an M.A. in higher education from the University of Michigan, Ann Arbor; and dual B.A.s in history and anthropology from the University of California, San Diego. Her professional experience includes working for the U.S. Government Printing Office in strategic human capital and at Harvard Business School in external relations. She previously served on the faculty at Rutgers Business School-Newark and New Brunswick.
Payal Sharma (Forthcoming), Moving beyond the employee: The role of the organizational context in leader workplace aggression.
Description: Conditionally accepted at The Leadership Quarterly Yearly Review.
Payal Sharma and M. J. Pearsall (2016), Leading under adversity: Interactive effects of acute stressors and upper-level supportive leadership climate on lower-level supportive leadership climate, Leadership Quarterly, forthcoming.
Payal Sharma and B. L. Kirkman (2015), Leveraging leaders: A literature review and future lines of inquiry for empowering leadership research, Group and Organization Management, 40, pp. 193-237.
G. Chen and Payal Sharma, “Bringing together the yin and yang of social exchanges in teams”. In Personal relationships at work: The effect of positive and negative work relationships on employee attitudes, behavior, and well-being, The SIOP Organizational Frontier Series, edited by L. T. Eby and T. D. Allen, (2012)
G. Chen, Payal Sharma, S. Edinger, D. L. Shapiro, J. L. Farh (2011), Motivating and demotivating forces in teams: Cross-level influences of empowering leadership and relationship conflict, Journal of Applied Psychology, 96, pp. 541-557.
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.
The purpose of this course is to introduce you to the power dynamics in organizations. The course is designed so that you will learn concepts that areuseful for understanding, analyzing, and developing political skill. But beyond discovering ways to extend your own power in organizations, we will also uncover lessons about ways in which power and politics can blind you, and how to navigate situations in which you are up against powerful people. Using a range of scholarly articles, cases, exercises, assessments and simulations, we will extract a variety of lessons about power and politics in organizations. Topics include voice, issue selling, building coalitions and networks, coping with intolerable bosses and incivility, and downsizing. Students will be expected to engagein field research for their coursework and final paper, and the course requiresthat students submit assignments for almost every class session. Thematically, this course highlights how your relationships with organizational stakeholders and an understanding of the organizational context are crucial to successfully navigating the political terrain of organizations. Organizations are inherently political arenas that require social astuteness, and an understanding of the "rules of the game." This course is designed for students aiming to develop their leadership, general management and career skills through a better understanding of power and politics, and relates to other courses on these topics in the Management department.