Corinne Bendersky

Profile photo of Corinne Bendersky
"An effective leader will encourage group members to share their task-related knowledge and make sure this information is appreciated, regardless of the status position of the person providing it. A leader should equalize the opportunity for other members to participate."
 

Associate Professor of Management and Organizations

Areas of Expertise

  • Conflict Management
  • Leadership Development
  • Organizational Behavior
  • Team Effectiveness

About

 

Biography

Associate Professor of Management and Organizations Corinne Bendersky is an expert in workplace conflict, status and justice in teams and organizations. Bendersky’s research resonates in constructive and concrete ways both in academe and business.

The author of many prize-winning papers, Bendersky has conducted studies to explain variations in group performance in new ways. For instance, she has shown that status conflicts provide a more complete picture of team conflict than models that only include task, relationship and process conflicts. Her findings that socially anxious neurotics may fare better among teammates in the workplace than gregarious extroverts surprised her peers and the media — from the New York Times to Forbes to CNN.

Bendersky is conducting new research involving female fire fighters, an elite group with only 3 percent representation within that occupation and “an extreme case of low gender diversity,” as Bendersky says. The entrenched male prototype associated with fire fighting privileges physical strength as a primary characteristic of successful fire fighters, making it difficult for the few women in the profession to garner credibility and see their numbers increase. But equally important, Bendersky has observed, are gender-neutral qualities like intelligence. With recruitment of women on the rise, she sees the need for a cultural shift. “If we can manipulate the prototype so that people recognize that a broader set of attributes are prototypical — including traditionally ‘feminine’ attributes like compassion and teamwork — then they may adopt more inclusive attitudes and can be more accepting of women in the field.”

Bendersky teaches in UCLA Anderson’s full-time and fully employed MBA programs, and in many of its executive education programs. As faculty director of the human resources roundtable known as HARRT, Bendersky engages with a mix of academic, consultant and practitioner knowledge of cutting-edge human resources topics with the roughly 50 corporate HR executives who are members. An experienced mediator, facilitator of group decisions and developer of effective team process interventions, she works with top-tier HR professionals, consultants and members of the media for whom her work within the area of management and organizations has clear practical implications. She says this leadership experience has enabled her to become more “practitioner- and executive-facing,” as she embarks on more consulting and policy work.

Bendersky received her Ph.D. from the MIT Sloan School of Management and her B.A. with honors from Oberlin College.

 

Education

Ph.D. Management, Sloan School of Management, Massachusetts Institute of Technology

B.A. with honors Oberlin College

 

Published Papers

Hays, N. A., & Bendersky, C. (2015). Not at all inequapty is created equal: Effects of status versus power hierarchies on competition for upward mobility.Journal of Personapty and Social Psychology, 108(6), 867-882.

Weingart, L., Behfar, K., Bendersky, C., Todorova, G., and Jehn, K. (2015). The directness and oppositional intensity of conflict expression. The Academy of Management Review, 40 (2): 235 - 262.

Bendersky, C. (2014). Resolving Ideological Confpcts by Affirming Opponents' Status: The Tea Party, Obamacare and the 2013 government shutdown.  Journal of Experimental Social Psychology, 53: 163-168.

Bendersky, C. and Shah, N. (2013). The downfall of extraverts and rise of neurotics: The dynamic process of status allocation in task groups. The Academy of Management Journal, 56 (2): 387 - 406.

Bendersky, C. and Shah, N. (2012). The cost of status enhancement: Performance effects of individual's status mobility in task groups. Organization Science, 23 (2): 308-322.

Bendersky, C. and Hays, N. (2012). Status conflict in groups. Organization Science, 23(2): 323-340.

Long, C., Bendersky, C. and Morrill, C. (2011). Fairness Monitoring: pnking managerial controls and fairness judgments in organizations. Academy of Management Journal, 55 (5): 1045-1068.

Bendersky, C. and Curhan, J. (2009). Dissonance induction in negotiations: Free choice or justification?. Social Cognition, 27(3): 455-474.

Bendersky, C. (2003). Organizational Dispute Resolution Systems: A complementarities model. Academy of Management Review, 28(4): 643-655.

Jehn, K. A. and Bendersky, C. (2003). Intragroup Conflict in Organizations: A Contingency Perspective on the Conflict-Outcome Relationship. Research in Organizational Behavior, 189-244. Amsterdam: Elsevier.

 

Recognition

  • Best Paper Award: Empirical or Theoretical. Academy of Management, Conflict Management Division, 2014. Weingart, L., Behfar, K., Bendersky, C., Todorova, G., and Jehn, K. (2015). "The directness and oppositional intensity of conflict expression." The Academy of Management Review, 40 (2): 235 - 262.
  • Best Empirical Paper: When status conflicts harm and help group performance: Considering the (in)congruence of latent and manifest status conflicts. International Association for Conflict Management, Tacoma, 2013.
  • Best Theoretical Paper: Bendersky, C. and Hays, N. "The fourth dimension: status conflict in groups." International Association for Conflict Management, 2008.
  • Bendersky, C. and McGinn, K. (2008). "Incompatible Assumptions: Barriers to Producing Multidisciplinary Knowledge." Best Paper Proceedings, Academy of Management Organization and Management Theory Division.
  • Long, C., Bendersky, C. and Morrill, C. (2007). "Lying in the Bed That You Make: How Subordinates Monitor Supervisor's Efforts to Promote Fairness." Best Paper Proceedings, Academy of Management Organizational Behavior Division.
  • Best Empirical Paper: Long, C., Bendersky, C. and Morrill, C. "Fair control: Complementarities between managerial controls and employees' fairness evaluations." Academy of Management Conference, Conflict Management Division, 2006.
  • Long, C. Bendersky, C. and Morrill, C. (2006). "Fair control: Complementarities between types of managerial controls and employees' fairness evaluations." Best Paper Proceedings, Academy of Management, Conflict Management Division
  • Best Article or Chapter Published in 2003: Bendersky, C. (2003). "Organizational Dispute Resolution Systems: A complementarities model." Academy of Management Review, 28 (4): 643-656. International Association for Conflict Management, 2005.
  • Best Presented Paper: "Work Team Formation as Social Order Negotiations." University of California, Davis, Qualitative Research Conference. March 2005.
  • Best Conflict in Context Paper: "Dispute Resolution System Effectiveness: Complementarities and Mediators." Academy of Management, Conflict Management Division, 2003.
  • Outstanding Dissertation completed in 2001-2002. International Association for Conflict Management, 2003. Best Dissertation Award, honorable mention. Industrial Relations Research Association, January 2003.
  • Best Graduate Student Paper: "Embedded Change Interventions: The role of organizational context in changing workplace conflict behavior." Academy of Management, Conflict Management Division, 2001.
 

Video

Professor Corinne Bendersky at UCLA Anderson TED Week 2015