The George Washington University
School of Business: Management

Lynn R. Offermann, Ph.D.

Professor of Industrial and Organizational Psychology (joint appointment)

Email: lro@gwu.edu
Phone: (202) 994-8507
Office: 600 21st St.

Bio

Lynn R. Offermann is Professor of Industrial and Organizational Psychology in the Department of Organizational Sciences and Communication at the George Washington University. She is also a Fellow of the Society for Industrial and Organizational Psychology, the American Psychological Association (Industrial/Organizational Psychology and Psychology of Women divisions), and the Association for Psychological Science.

Dr. Offermann’s research focuses on leadership and followership, teams, organizational processes and influence, and diversity issues. She currently holds a grant from the National Science Foundation to study to the impact of relations between members of different demographic groups at work on both individual and organizational outcomes. Her work has appeared in the Journal of Applied Psychology, American Psychologist, Academy of Management Journal, Leadership Quarterly, Harvard Business Review, Journal of Cross Cultural Psychology, Human Performance, Journal of Applied Social Psychology, and Journal of Occupational Health Psychology, among other outlets.

Dr. Offermann has worked with numerous public, private, multinational, and international organizations on executive development and coaching, team development, change management, and organizational development. She has trained and coached hundreds of managers from all over the world to improve their leadership effectiveness in multicultural contexts.

Dr. Offermann holds a Ph.D. in Applied Social Psychology from Syracuse University, has been Associate Editor of the Academy of Management Learning and Education, and has served two terms on the Editorial Board of Leadership Quarterly.

Selected Publications

Offermann, L. R., & Matos, K. (2007). Best practices in leading diverse organizations. In J. A. Conger & R. E. Riggio (Eds.), The practice of leadership: Developing the next generation of leaders. (pp. 277-299). Jossey-Bass.

Earley, P. C., & Offermann, L. R. (2007). Wisdom, culture, and organizations. In E. H. Kessler & J. R. Bailey (Eds.), Handbook of Organizational and Managerial Wisdom, (pp. 295- 325). Thousand Oaks, CA: Sage.

Offermann, L. R. (2007). Not your father’s business school…. Academy of Management Learning and Education. 6 (2), 165-166.

Offermann, L. R., & Scuderi, N. F. (2006). Sharing leadership: Who, what, when, and why. In B. Shamir, M. Uhl-Bien, & R. Pillai (Eds), Follower-centric perspectives on leadership. (pp. 71-91). Information Age Publishing.

Offermann, L. R. (2006). Team-based work. In J. Greenhaus (Ed) Encyclopedia of Career Development, Sage.

Offermann, L. R. (2004). When followers become toxic. Harvard Business Review, January, pp 55-60.

Offermann, L. R., Bailey, J., Vasilopoulos, N. L., Seal, C., & Sass, M. (2004). The relative contribution of emotional intelligence and cognitive abilities to individual and team performance. Human Performance, 17, 219-243.

Offermann, L. R. (2004). Empowerment. In J. M. Burns, G. R. Goethals, & G. Sorenson (Eds.) Encyclopedia of Leadership. (pp 434-437) Berkshire Publishing Group/Sage.

Offermann, L. R. (2004). Leader-follower relationships. In J. M. Burns, G. R. Goethals, & G. Sorenson (Eds.) Encyclopedia of Leadership. Berkshire Publishing Group/Sage.

Offermann, L. R., & Malamut, A. B. (2002). When leaders harass: The impact of target perceptions of organizational leadership and climate on harassment reporting and outcomes. Journal of Applied Psychology, 87, 885-893.

Offermann, L. R., & Phan, L. U. (2002). Culturally intelligent leadership for a diverse world. In R. E. Riggio, S. E. Murphy, & F. J. Pirozzolo (Eds.), Multiple intelligences and leadership. (pp. 187-214). Mahwah, NJ: Lawrence Erlbaum Associates. (Based on an invited address at Claremont Leadership symposium)

Malamut, A. B., & Offermann, L. R. (2001). Coping with sexual harassment: Personal, environmental, and cognitive determinants. Journal of Applied Psychology, 86, 1152- 1166.

Offermann, L. R., & Spiros, R. J. (2001). The science and practice of team development: Improving the link. Academy of Management Journal, 44, 376-392.

Offermann, L. R., Hanges, P. M., and Day, D. V. (2001). Leaders, followers, and values: Progress and prospects for theory and research. Leadership Quarterly, 12, 129-131.

Hanges, P., Offermann, L. R., & Day, D. (2001)(Eds.), Leaders, followers, and values. Special issue of Leadership Quarterly, 12.

Offermann, L. R. (2000). Leadership and followership 2000: Different faces, different places. In B. Kellerman & L. Matusek (Eds.), Cutting Edge Leadership 2000. College Park, MD: The James MacGregor Burns Academy of Leadership.

Offermann, L. R., Schroyer, C. J., & Green, S. K. (1998). Leader attributions for subordinate performance: Consequences for leader interactive behaviors and ratings. Journal of Applied Social Psychology, 28, 1125-1139.

Ross, S. M., & Offermann, L. R. (1997). Transformational leaders: Measurement of personality attributes and work group performance. Personality and Social Psychology Bulletin, 23, 1078-1086.

Hollander, E. P. & Offermann, L. R. (1997). (Eds.) The balance of leadership and followership. Battle Creek, MI: Kellogg Leadership Studies Project, Kellogg Foundation.

Hollander, E. P., & Offermann, L. R. (1997). The balance of leadership and followership: An introduction. In E. Hollander & L. Offermann (Eds.), The balance of leadership and followership. (pp. 1-7). Battle Creek, MI: Kellogg Leadership Studies Project, Kellogg Foundation.

Offermann, L. R. (1997). Leading and empowering diverse followers. In E. Hollander & L. Offermann (Eds.), The balance of leadership and followership. (pp. 31-44). Battle Creek, MI: Kellogg Leadership Studies Project, Kellogg Foundation.

Reprinted in G. R. Hickman (1998). (Ed). Leading organizations: Perspectives for a new era. (Pp. 397-403). Sage Publications.

Offermann, L. R., & Hellmann, P. S. (1997). Culture's consequences for leadership behavior: National values in action. Journal of Cross-cultural Psychology, 28, 342-351.

Offermann, L. R., & Hellmann, P. S. (1996). Leadership behavior and subordinate stress: A 360-degree view. Journal of Occupational Health Psychology, 1, 382-390.

Offermann, L. R., Kennedy, J. K., Jr., & Wirtz, P. W. (1994). Implicit leadership theories: Content, structure, and generalizability. Leadership Quarterly, 5, 43-58.

Offermann, L. R., & Gowing, M. K. (1993). Personnel selection in the future: The impact of changing demographics and the nature of work. In N. Schmitt & W. Borman (Eds.), Personnel selection in organizations. (pp. 385-417). (Frontiers of Industrial/ Organizational Psychology series). San Francisco: Jossey-Bass.

Offermann, L. R., & Armitage, M. (1993). Stress and the woman manager: Sources, health outcomes, and interventions. In E. A. Fagenson (Ed.), Women and work Vol. 5: Women in management: Trends, issues, and challenges in managerial diversity (pp. 131-161). Newbury Park, CA: Sage.

Offermann, L. R. (1993). Leadership in the 90s: Substance and shadow. Review of M. M. Chemers & R. Ayman (Eds.), Leadership theory and research: Perspectives and directions. Contemporary Psychology, 12, 1292-1293.

Offermann, L. R., & Beil, C. (1992). Achievement styles of women leaders and their peers: Toward an understanding of women and leadership. Psychology of Women Quarterly, 16, 37-56.

Hollander, E. P., & Offermann, L. R. (1990). Relational features of leadership and followership. In K. E. Clark & M. B. Clark (Eds.), Measures of leadership. (pp. 83-97). West Orange, NJ: Leadership Library of America.

Offermann, L. R. & Gowing, M. K. (1990). (Eds). Organizational psychology. [Special issue] American Psychologist, 45 (2).

Offermann, L. R., & Gowing, M. K. (1990). Organizations of the future: Changes and challenges. American Psychologist, 45, 95-108.

Hollander, E. P., & Offermann, L. R. (1990). Power and leadership in organizations: Relationships in transition. American Psychologist, 45, 179-189. (R)
Reprinted in W. E. Rosenbach & R. L. Taylor, Contemporary issues in leadership. (3rd ed.), 1993.

Offermann, L. R., & Kearney, C. T. (1988). Supervisor sex and subordinate influence strategies. Personality and Social Psychology Bulletin, 14, 360-367.

Offermann, L. R. (1986). Visibility and evaluation of female and male leaders. Sex Roles, 14, 533-543.

Offermann, L. R. (1986). The development and validation of the power apprehension scale. Educational and Psychological Measurement, 46, 437-441.

Rebok, G. W., Offermann, L. R., Wirtz, P. W., & Montaglione, C. J. (1986). Work and intellectual aging: The psychological concomitants of social-organizational conditions. Educational Gerontology, 12, 361-375.

Offermann, L. R., & Schrier, P. E. (1985). Social influence strategies: The impact of sex, role, and attitudes toward power. Personality and Social Psychology Bulletin, 11, 286-300.

Interests

Primary Topics of Interest: Leadership, Cross-Cultural Management, Teams, and Diversity.