Jennifer Chatman

Paul J. Cortese Distinguished Professor of Management, Haas School of Business
Circular image of faculty member, Jenny Chatman

"Creativity is essential to organizational innovation and growth."

Jennifer Chatman is the Paul J. Cortese Distinguished Professor of Management and a faculty member in the Management of Organizations (MORS) Group at Berkeley Haas. In her research, teaching, and consulting work, she focuses on how organizations can leverage culture for strategic success and how diverse teams can optimize performance. Her award-winning research has shown, for example, how emphasizing innovation in the context of a strong culture increases firms’ financial success, how narcissistic leaders create organizational cultures lower in collaboration and integrity, and how norms to cooperate can cause members to blur differences among them, even if those differences are useful for group performance—suggesting that collaboration should be calibrated in diverse teams.

Chatman is the Co-Director of the Berkeley Culture Initiative, the Associate Dean for Learning Strategies at the Haas School of Business, an Editor for the journal Research in Organizational Behavior, and runs the Leading Strategy Execution Through Culture executive education program. She has served in many other leadership roles at Haas and UC Berkeley over the years. Chatman earned her PhD at Berkeley Haas, and her BA in Psychology from UC Berkeley.

Jenny Chatman also co-creates impactful custom programs for our corporate, government, and university partners.  

 

3 action shots of Jenny Chatman teaching
Academic Background 

PhD, Business Administration, UC Berkeley

BA, Psychology, UC Berkeley

Publications & Media

Videos 

The Steve Jobs Leadership Puzzle

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Risk & Failure in Innovation

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A Look Inside the Women's Executive Leadership Program

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What Defines the Leader?

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Dr. Jennifer Chatman on Leadership Styles

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Papers & Articles 

The mistaken preference for overclaiming credit in groups.

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Deciphering the cultural code: Perceptual congruence, behavioral conformity, and the interpersonal transmission of culture.

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Cultures of genius at work: Organizational mindsets predict cultural norms, trust, and commitment.

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Measuring organizational culture: Converging on definitions and approaches to advance the paradigm.

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Transformational leader or narcissist? How organizations can prevent grandiose narcissists from destroying organizations and institutions.

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Blurred lines: How the collectivism norm operates through perceived group diversity to boost or harm group performance in Himalayan mountain climbing.

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Narcissistic CEOs and executive compensation

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“See you in court”: How CEO narcissism increases firms’ vulnerability to lawsuits.

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Awards & Honors 
 
RESEARCH AWARDS:
  • “Outstanding Publication in Organizational Behavior,” Academy of Management, 2020 
  • “Best Paper of the Year, 2014” Group and Organization Management, for “The Promise and Problems of Organizational Culture: CEO Personality, Culture, and Firm Performance.”, 2015
  • Inducted as a Fellow of the Academy of Management, 2006
  • “Most Influential Paper Award,” 1997-2000, Academy of Management, Conflict Management Division for “Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes” published in Administrative Science Quarterly, 1998, 43 (4): 749-780, 2005
  • Accenture Award, for the article that “made the most important contribution to improving the practice of management,” in California Management Review for “Leading by Leveraging Culture”, 2004
  • L.L. Cummings Scholar Award, Academy of Management Organizational Behavior Division, awarded for “outstanding achievement to one researcher in early mid-career.”, 1998
  • Administrative Science Quarterly Award for Scholarly Contribution, for “the article that had the most impact on the field of organizational behavior over the past five years,” for Mixing and matching people and organizations: Selection and socialization in public accounting firms., 1997
  • Schwabacher Research Award, Haas School of Business, 1996
  • Ascendant Scholar Award, Western Academy of Management, 1994
  • Best Paper Award, Academy of Management Organization and Management Theory Division for “Assessing the relationship between industry characteristics and organizational culture: How different can you be?”, 1991
  • Outstanding Paper Based on a Dissertation Award, Academy of Management Organizational Behavior Division for “Mixing and Matching People and Organizations: Selection and Socialization in Public Accounting Firms.”, 1989
TEACHING AWARDS:
  • Member of Berkeley Haas “Club 6” for high teaching scores (2019 & each year since 1993)
  • 2012 – Poets-and-Quants World’s Best Business School Professors
  • 2007 Cheit Teaching Award for Teaching Excellence, Berkeley Columbia Executive MBA Program
  • 2014, 2015,1998, 1997, 1996, 1994 Cheit Teaching Award Honorable Mention, Haas School of Business, Full time & Evening MBA, Executive MBA, and Ph.D. Programs
  • 1991 Outstanding Teacher of the Year Award, Kellogg Graduate School of Management Evening MBA program
Academic Background 

PhD, Business Administration, UC Berkeley

BA, Psychology, UC Berkeley

Publications & Media

Videos 

The Steve Jobs Leadership Puzzle

WATCH VIDEO

Risk & Failure in Innovation

WATCH VIDEO

A Look Inside the Women's Executive Leadership Program

WATCH VIDEO

What Defines the Leader?

WATCH VIDEO

Dr. Jennifer Chatman on Leadership Styles

WATCH VIDEO
VIEW MORE
Papers & Articles 

The mistaken preference for overclaiming credit in groups.

VIEW

Deciphering the cultural code: Perceptual congruence, behavioral conformity, and the interpersonal transmission of culture.

VIEW

Cultures of genius at work: Organizational mindsets predict cultural norms, trust, and commitment.

VIEW

Measuring organizational culture: Converging on definitions and approaches to advance the paradigm.

VIEW

Transformational leader or narcissist? How organizations can prevent grandiose narcissists from destroying organizations and institutions.

VIEW

Blurred lines: How the collectivism norm operates through perceived group diversity to boost or harm group performance in Himalayan mountain climbing.

VIEW

Narcissistic CEOs and executive compensation

VIEW

“See you in court”: How CEO narcissism increases firms’ vulnerability to lawsuits.

VIEW
VIEW MORE