2031 SH-DH
3620 Locust Walk
Philadelphia, PA 19104
Research Interests: identity, emotional, and somatic experiences shaping relationships across differences and proactive diversity behavior (allyship; voice; career support) in organizations
Links: CV, Personal Website
Professor Stephanie J. Creary is an organizational behavior scholar and an Assistant Professor of Management at The Wharton School. Professor Creary’s research focuses on the identity, emotional, and somatic experiences shaping relationships across differences and proactive diversity behavior in organizations (allyship, voice, career support). She has published her research in leading academic journals, including the Academy of Management Review, Organization Science, American Psychologist, and Equality, Diversity, and Inclusion. She has received a Best Student Paper Award, the Dorothy Harlow/McGraw Hill Best Paper Award, and the Phillips and Nadkarni Outstanding Paper Award from the Academy of Management for her research contributions.
Insights from Professor Creary’s research have also appeared in top popular press outlets, including Harvard Business Review, MIT Sloan Management Review, strategy+business, the New York Times, Bloomberg, NPR, Marketplace, and Time Magazine. She currently hosts the Knowledge at Wharton Leading Diversity at Work Podcast Series where she engages in conversation with a variety of academic and practitioner experts. From 2022-2024, she was an inaugural visiting faculty fellow at the Harvard Business School Institute for Business in Global Society. For these contributions to management research and thinking, she was selected to the Thinkers50 Radar Class of 2023 which includes people whose ideas are predicted to make an important impact on management thinking in the future and received an NACD Directorship 100 award which recognizes the most influential directors and leaders in the corporate governance community.
Stephanie Creary (2024), Taking a “LEAP”: How workplace allyship initiatives shape leader anxiety, allyship, and power dynamics that contribute to workplace inequality, .
Abstract: A rise in racism, racial violence, and hate crimes has catalyzed the implementation of workplace allyship initiatives as a mechanism for creating equity and inclusion in organizations. Yet, these allyship initiatives can evoke leader anxiety because they make power dynamics salient. Extant allyship literature has not considered the implications of leader anxiety for allyship and power dynamics that contribute to inequality in the workplace. Thus, in this paper, I reveal how allyship initiatives may trigger different types of leader anxiety (i.e., preventive, promotive, and mixed preventive–promotive) and motivate different leader allyship actions, which I refer to as “LEAP” behavior. As a conceptual framework, LEAP categorizes four broad allyship actions theorized in prior research: Locating oneself, Engaging in discussions, Asking probing questions, and Providing support. LEAP also acknowledges nuances in leader anxiety that can lead to different types of LEAP behavior (i.e., restricted, responsive, or radical). Lastly, I posit that leaders’ LEAP behavior can reinforce power imbalances, challenge power imbalances, or change power structures in the workplace. Ultimately, this paper contributes a more nuanced conceptualization of leader allyship behavior to the allyship literature, and provides a foundation for identifying strategies for increasing equity and inclusion in the workplace.
Stephanie Creary and Karen Locke (2021), Breaking the cycle of overwork and recuperation: Altering somatic engagement across boundaries, .
Sandra Cha, Stephanie Creary, Laura Morgan Roberts (2021), Fumbling in relationships across difference: The potential spiraling effects of a single racial identity reference at work, .
Stephanie Creary, Nancy Rothbard, 27 co-authors (2021), COVID-19 and the workplace: Implications, Issues, and Insights for Future Research and Action, .
Stephanie Creary, Mary-Hunter McDonnell, Sakshi Ghai, Jared Scruggs, When and why diversity improves your board’s performance in ,.
Brianna B. Caza, Lakshmi Ramarajan, Erin Reid, Stephanie Creary, How to make room in your work life for the rest of your self in ,.
Stephanie Creary and Laura M. Roberts, “G.I.V.E.-based mentoring in diverse organizations: Cultivating positive identities in diverse leaders”. In Mentoring diverse leaders: Creating change for people, processes, and paradigms, Taylor & Francis. edited by S. Blake-Beard and A. Murrell, (:, 2017)
Brianna B. Caza and Stephanie Creary, “The construction of professional identity”. In Perspectives on contemporary professional work, Elgar, edited by A. Wilkinson, D. Hislop and C. Coupland, (:, 2016)
Stephanie Creary, “Resourcefulness in action: The case for global diversity management”. In Positive organizing in a global society: Understanding and engaging differences for capacity-building and inclusion, Routledge, edited by L.M. Roberts, L. Wooten, & M. Davidson, (:, 2015)
Stephanie Creary and Judith R. Gordon, “Role conflict, role overload, and role strain”. In Encyclopedia of family studies, Wiley, edited by C. Shehan, (:, 2015)
Leading Diversity@Wharton Speaker Series
People in the workplace are constantly interacting with peers, managers, and customers with very different backgrounds and experiences. When harnessed effectively, these differences can be the catalyst for creative breakthroughs and the pathway to team and organizational learning and effectiveness; but when misunderstood, these differences can challenge employees' values, performance, workplace relationships, and team effectiveness. This course is designed to help students navigate diverse organizational settings more effectively and improve their ability to work within and lead diverse teams and organizations. It also offers students the opportunity to develop their critical thinking on topics such as identity, relationships across difference, discrimination and bias, equality, and equity in organizations and society and how they relate to organizational issues of power, privilege, opportunity, inclusion,creativity and innovation and organizational effectiveness. Class sessions will be experiential and discussion-based. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. By the end of this course, you should be able to: 1)Evaluate the aspects of yo ur identity and personal experiences that shape how you interact and engage with others and how they interact and engage with you in organizations 2)Explain how issues of power, privilege, discrimination, bias, equality, and equity influence opportunity and effectiveness in organizations 3)Propose ways to make relationships across difference in organizations more effective 4)Describe current perspectives on the relationships among diversity, inclusion, creativity, and innovation in organizations 5)Analyze a company's current approach to leading diversity and use content from this course to propose ways to enhance learning and effectiveness in that company.
MGMT2240002 ( Syllabus )
People in the workplace are constantly interacting with peers, managers, and customers with very different backgrounds and experiences. When harnessed effectively, these differences can be the catalyst for creative breakthroughs and the pathway to team and organizational learning and effectiveness; but when misunderstood, these differences can challenge employees' values, performance, workplace relationships, and team effectiveness. This course is designed to help students navigate diverse organizational settings more effectively and improve their ability to work within and lead diverse teams and organizations. It also offers students the opportunity to develop their critical thinking on topics such as identity, relationships across difference, discrimination and bias, equality, and equity in organizations and society and how they relate to organizational issues of power, privilege, opportunity, inclusion,creativity and innovation and organizational effectiveness. Class sessions will be experiential and discussion-based. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. By the end of this course, you should be able to: 1)Evaluate the aspects of yo ur identity and personal experiences that shape how you interact and engage with others and how they interact and engage with you in organizations 2)Explain how issues of power, privilege, discrimination, bias, equality, and equity influence opportunity and effectiveness in organizations 3)Propose ways to make relationships across difference in organizations more effective 4)Describe current perspectives on the relationships among diversity, inclusion, creativity, and innovation in organizations 5)Analyze a company's current approach to leading diversity and use content from this course to propose ways to enhance learning and effectiveness in that company.
MGMT6240002 ( Syllabus )
This independent study is designed for students pursuing a practical inquiry into ASL/Deaf Studies. Prior consultation with and permission from the department is required.
People in the workplace are constantly interacting with peers, managers, and customers with very different backgrounds and experiences. When harnessed effectively, these differences can be the catalyst for creative breakthroughs and the pathway to team and organizational learning and effectiveness; but when misunderstood, these differences can challenge employees' values, performance, workplace relationships, and team effectiveness. This course is designed to help students navigate diverse organizational settings more effectively and improve their ability to work within and lead diverse teams and organizations. It also offers students the opportunity to develop their critical thinking on topics such as identity, relationships across difference, discrimination and bias, equality, and equity in organizations and society and how they relate to organizational issues of power, privilege, opportunity, inclusion,creativity and innovation and organizational effectiveness. Class sessions will be experiential and discussion-based. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. By the end of this course, you should be able to: 1)Evaluate the aspects of yo ur identity and personal experiences that shape how you interact and engage with others and how they interact and engage with you in organizations 2)Explain how issues of power, privilege, discrimination, bias, equality, and equity influence opportunity and effectiveness in organizations 3)Propose ways to make relationships across difference in organizations more effective 4)Describe current perspectives on the relationships among diversity, inclusion, creativity, and innovation in organizations 5)Analyze a company's current approach to leading diversity and use content from this course to propose ways to enhance learning and effectiveness in that company.
People in the workplace are constantly interacting with peers, managers, and customers with very different backgrounds and experiences. When harnessed effectively, these differences can be the catalyst for creative breakthroughs and the pathway to team and organizational learning and effectiveness; but when misunderstood, these differences can challenge employees' values, performance, workplace relationships, and team effectiveness. This course is designed to help students navigate diverse organizational settings more effectively and improve their ability to work within and lead diverse teams and organizations. It also offers students the opportunity to develop their critical thinking on topics such as identity, relationships across difference, discrimination and bias, equality, and equity in organizations and society and how they relate to organizational issues of power, privilege, opportunity, inclusion,creativity and innovation and organizational effectiveness. Class sessions will be experiential and discussion-based. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. By the end of this course, you should be able to: 1)Evaluate the aspects of yo ur identity and personal experiences that shape how you interact and engage with others and how they interact and engage with you in organizations 2)Explain how issues of power, privilege, discrimination, bias, equality, and equity influence opportunity and effectiveness in organizations 3)Propose ways to make relationships across difference in organizations more effective 4)Describe current perspectives on the relationships among diversity, inclusion, creativity, and innovation in organizations 5)Analyze a company's current approach to leading diversity and use content from this course to propose ways to enhance learning and effectiveness in that company.
Business success is increasingly driven by a firm's ability to create and capture value through innovation. Thus, the processes used by firms to develop innovations, the choices they make regarding how to commercialize their innovations, the changes they make to their business models to adapt to the dynamic environment, and the strategies they use to position and build a dominate competitive position are important issues facing firms. In MGMT. 892, you will learn to address these issues through an action learning approach. MGMT. 892 is a 1.0-credit course conducted in the spirit of an independent study. By working on consulting projects for leading global companies, you will develop and then apply your knowledge about innovation management and help these firms better understand the challenges and opportunities posed by emerging technologies and markets.
The #thinklist30 is a list of influential female scholars on social media around issues of responsible business.
Wharton's Stephanie Creary talks with experts from Harvard and Boston University about how to retire successfully and create a life that works for you.…Read More
Knowledge at Wharton - 10/15/2024The following is Sheila Xu WG’24’s firsthand experience navigating the Wharton MBA Program as part of the Deaf community. Wharton Stories also invites you to listen or read a transcript of the Knowledge at Wharton podcast in which Miss Xu speaks more on improving accessibility in the workplace and the aeronautical industry writ…
Wharton Stories - 09/22/2023