Maia Young

Associate Professor

maia.young@anderson.ucla.edu

Biography

Maia Young is an associate professor of Management and Organizations. She joined the faculty at UCLA's Anderson School of Management in 2004 after earning her Ph.D. in Organizational Behavior from the Stanford Graduate School of Business.

Her research follows two streams that stem from a desire to understand how human perceptions and decisions are influenced by factors that are usually outside conscious awareness. The first stream investigates the ways in which emotions from one situation can spill over and affect judgments in the next situation. The second stream explores ways that people rely on assessments of agency in their observations about markets, luck, and fate, which in turn affects their own motivation and how they assign credit or blame for others' actions.

Professor Young teaches Leadership Foundations, Organizational Behavior (MGMT 409), and The Emotionally-Intelligent Leader.   

Professor Young serves on the editorial boards of the Journal of Behavioral Decision Making and California Management Review.

Recognition
Carolyn Dexter Award Nominee, Academy of Management 2003
Eric and "E" Juline Faculty Excellence in Research Award, UCLA Anderson School, 2008

Education

Ph.D. Organizational Behavior, Stanford University
B.A.S. Psychology, with honors, Stanford University
  • Chen, N. & Young, M. J. (2012). The effect of personal injustice on attributions for the success of others. Basic and Applied Social Psychology, Manuscript accepted.
  • Young, M.J., Bauman, C.W., Chen, N., & Bastardi, A. (2012). The pursuit of missing information in negotiation. Organizational Behavior and Human Decision Processes, 117, 88-95.
  • Zemba, Y. & Young, M.J. (2012). Assigning credit to organizational leaders: How Japanese and Americans differ. Journal of Cross-Cultural Psychology, Manuscript accepted.
  • Jung, H. & Young, M.J. (2012). The de-biasing effect of incidental anger on externally-provided anchors. Journal of Behavioral Decision Making, Manuscript accepted.
  • Young, M.J., Morris, M.W., & Scherwin, V. (2012). Managerial mystique: Magical thinking in judgments of managers' vision, charisma, and magnetism. Journal of Management, Manuscript accepted.
  • Young, M. J., Tiedens, L. Z., Jung, H., & Tsai-M.-H. (2011). Mad enough to see the other side: Anger and the search for disconfirming information. Cognition & Emotion, 25, 10-21.
  • Young, M. J., Morris, M. W., Burrus, J., Krishnan, L., & Regmi, M. P. (2011). Deity and destiny: Patterns of fatalistic thinking in Christian and Hindu cultures. Journal of Cross-Cultural Psychology, 42, 1032-1055.
  • Tsai, M.-H. & Young, M. J. (2010 shared first authorship). Anger, Fear, and Escalation of Commitment. Cognition and Emotion, 24, 962-973.
  • Young, M. J., Chen, N., & Morris, M. W. (2009). Belief in stable and fleeting luck and achievement motivation. Personality and Individual Differences, 47, 150-154.
  • Tiedens, L. Z., Unzueta, M., & Young, M. J. (2007). An unconscious desire for hierarchy?: The motivated perception of dominance complimentary in task partners. Journal of Personality and Social Psychology, 93, 402-414.
  • Morris, M.W., Sheldon, O.J., Ames, D.R., & Young, M.J. (2007). Metaphors and the Market: Consequences and Preconditions of Agent and Object Metaphors in Stock Market Commentary. Organizational Behavior and Human Decision Processes, 102, 174-192.
  • Fu, H., Chiu, C., Morris, M. W., & Young, M. J. (2006). Spontaneous Inferences from Cultural Cues: Varying Responses of Cultural Insiders, Outsiders, and Sojourners. Journal of Cross-Cultural Psychology, 38, 58-75.
  • Zemba, Y., Young, M. J., Morris, M. W. (2006). Blaming Leaders for Organizational Accidents: Proxy Logic in Collective- versus Individual-Agency Cultures. Organizational Behavior and Human Decision Processes, 101, 36-51.
  • Simonson, I., Kramer, T., Young, M. J. (2004). Effect Propensity. Organizational Behavior and Human Decision Processes, 95(2), 156-174.
  • Young, M. J. & Morris, M. W. (2004). Existential meanings and cultural models: The interplay of personal and supernatural agency in American and Hindu ways of responding to uncertainty. In J. Greenberg, S. L. Koole, & T. Pyszczynski (Eds.), Handbook of Experimental Existential Psychology, pp. 215-230.
  • Morris, M. W. & Young, M. J. (2002). Linking culture to behavior: Focusing on more proximate cognitive mechanisms. In F. Dansereau & F. Yammarino (Eds.), Advances in Cross-Level Organizational Research, pp.327-342.
  • Shih, M., Young, M. J., & Bucher, A.. Working to reduce the effects of discrimination: Identity management strategies in organizations. . American Psychologist.,

Working Papers

Scherwin, V. M., Young, M. J., & Overbeck, J. Are managers obligated to help? Subordinates' expectations of receiving help and the effects of help on organizational trust.

Chen, N. & Young, M. J. The relationship between culturally-emphasized luck beliefs and superstitious behavior.

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