In a new report supported by the Women's Entrepreneur Knowledge Hub out of Ryerson University, Prof. Patricia Hewlin and former Integrated Management fellows Sandra Urbina Chang (MBA’19), Fiorella Rojas Vizarreta, (MBA‘19) and Hoaran Wang (BCom’20) outline a two-part study on perceptions and attitudes towards supplier diversity.
Congratulations to Professor Patricia Hewlin, Associate Professor in Organizational Behavior, for being selected as a finalist for the 2020 Academy of Management Annals Best Paper Award.
Congratulations to Professor Patricia Faison Hewlin and her colleagues across 25 academic institutions who have been awarded a Social Sciences and Humanities Research Council of Canada (SSHRC) Partnership Grant for the establishment of the "Inclusive Innovation and Entrepreneurship Network (IIE-Net)".
Authors: Guohua He, Ran An, and Patricia Faison Hewlin
Publication: Chinese Management Studies, Vol. 13, No. 3, August 2019, Pages 645-663
Professor Patricia Hewlin’s co-authored article entitled, “How do callings relate to job performance? The role of organizational commitment and ideological contract fulfillment,” was nominated by the editors of Human Relations as one of the top papers published in 2018.
How do callings relate to job performance? The role of organizational commitment and ideological contract fulfillment
Authors: Sung Soo Kim, Donghoon Shin, Heather C Vough, Patricia Faison Hewlin and Christian Vandenberghe
Publication: Human Relations, Vol. 71, Issue 10, February 2018
To Thine Own Self Be True? Facades of Conformity, Values Incongruence, and the Moderating Impact of Leader Integrity
Authors: Patricia Faison Hewlin, Tracy L. Dumas and Meredith Flowers Burnett
Publication: Academy of Management Journal, Vol. 60, No. 1, February 2017
When employees feel that their values do not match those of the organization, they often respond by pretending to fit in. We examine how leader integrity influences the tendency to create facades of conformity, proposing that employees will actually fake more when leaders are principled. In a laboratory experiment (Study 1), undergraduate students whose values ostensibly differed from those of other discussion group members and the university administration created more facades when they perceived the discussion group leader as having high integrity. A two-wave survey of employed adults (Study 2) replicated the moderation effect and also revealed negative effects of facade creation on work engagement. In both studies, our results indicate that, ironically, when leader integrity is high, the tendency to create facades of conformity in response to low values congruence is magnified. Additionally, our findings reveal that positive attributes in leaders may not always result in positive responses from followers. The results from our study also show that facades of conformity may serve as a partial explanatory mechanism in the relationship between values congruence and employee engagement.
Read full article: Academy of Management Journal
A new study, authored in part by Desautels Associate Professor Patricia Faison Hewlin, explores how leaders who have greater integrity can have an inverse effect on the integrity of their employees. Essentially, followers can take on a façade of conformity, where they pretend to mesh with the company’s values in order to ensure their own success.
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To thine own self be true?: Facades of conformity, values incongruence, and the magnifying impact of leader integrity
Authors: Burnett, M., Dumas, T., Hewlin, P.
Publication: Academy of Management
"Why Do Racial Slurs Remain Prevalent in the Workplace? Integrating Theory on Intergroup Behavior," Organization Science
Authors: Rosette, Ashleigh; Carton, Andrew; Bowes-Sperry, Lynn; Hewlin, Patricia
Publication: Organization Science, February 2013