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Corinne Bendersky

Professor of Management
"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."
corinne.bendersky@anderson.ucla.edu
(310) 825-1366
Areas of Expertise:
  • Conflict Management
  • Diversity and Inclusion
  • Leadership Development
  • Organizational Behavior
  • Team Effectiveness
 

About

 
 

Biography

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

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. As founder of Morpho Leadership Development, she consults with corporate and public service agency executives, particularly on conflict management and diversity and inclusion.

Education

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

B.A. with honors Oberlin College

 

Published Papers

Pai, J. & Bendersky, C. (2020) “Team Status Conflict.”  Current Opinion in Psychology.” 33: 38-41.

Danbold, F. & Bendersky, C. (2020) “Balancing Professional Prototypes Increases the Valuation of Women in Male-Dominated Professions.”  Organization Science 31(1): 119-140.

Bendersky, C. and Pai, J. (2018). “Status Dynamics.”  Annual Review of Organizational Psychology and Organizational Behavior, (5): 183-199.

 Bendersky, C. (2018). “Making U.S. Fire Departments More Diverse and Inclusive.”  Harvard Business Review.https://hbr.org/2018/12/making-u-s-fire-departments-more-diverse-and-inclusive

 Bendersky, C., & Hays, N. A. 2017. The Positive Effects of Status Conflicts in Teams Where Members Perceive Status Hierarchies Differently.  Social Psychological and Personality Science, 8(2): 124-132.

Tsai, M., and Bendersky, C. (2016) “The pursuit of information sharing: Expressing task conflicts as debates versus disagreements increases perceived receptivity to dissenting opinions in groups.”  Organization Science, 27(1), 141-156.

Hays, N. A., & Bendersky, C. (2015). Not at all inequality 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 Conflicts 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

  • Dorothy Harlow Best Conference Paper  award by the Gender & Diversity in Organizations Division at the 2018 Annual Meeting of the Academy of Management, Danbold, F. & Bendersky, C. (In Press) “Balancing Professional Prototypes Increases the Valuation of Women in Male-Dominated Professions.” Organization Science
  • 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.
 

Related Links

 

Video

faculty
Professor Corinne Bendersky at UCLA Anderson TED Week 2015