N. Sharon Hill
- Associate Professor of Management
- Funger Hall
2201 G Street NW
Washington, DC 20052
- [email protected]
Dr. N. Sharon Hill is an associate professor of management at The George Washington University School of Business. Her research focuses on (1) organizational change and (2) virtual work arrangements where the use of technology replaces traditional face-to-face interaction. A dominant theme in her research is the critical role that leadership at different levels of the organization plays in facilitating the success of both organizational change and virtual teamwork. Her articles have appeared in such leading outlets as Organizational Behavior and Human Decision Processes, Organization Science, Personnel Psychology, Leadership Quarterly and Research in Personnel and Human Resource Management. Dr. Hill is on the Editorial Board of Personnel Psychology.
Dr. Hill teaches courses in organizational behavior, human resource management, leading teams, leading change, and virtual teamwork. Her teaching includes courses at all levels: undergraduate, M.B.A., Ph.D. seminars, and executive education.
Dr. Hill previously worked for multinational companies in the United Kingdom, Belgium, Germany, and the United States. Her global, cross-functional business experience includes roles in information technology, six sigma quality improvement, organizational change, as well as corporate training and development. She currently provides consulting and training to organizations in the areas of teamwork and organizational change.
Dr. Hill received her Ph.D. in Business and Management from the University of Maryland, College Park. She also holds an M.B.A. in International Business and a Bachelor of Engineering in Mechanical Engineering with German. Dr. Hill is a member of the academic honor societies of Beta Gamma Sigma and Alpha Kappa Phi. She is also a member of the Academy of Management, Society for Industrial and Organizational Psychology, American Psychological Association, Interdisciplinary Network for Group Research, and Society for Human Resource Management.
- Ave Tucker Research Fellow, The George Washington University (2016)
- Ave Tucker Summer Research Fellow, The George Washington University (2015)
- Journal of Applied Behavioral Science, list of Top 30 Most-Read articles (2007-present)
- Best Paper Award, Academy of Management, ODC Division (2007)
- Dissertation Research Award, Academy of Management Human Resources Division/Society for Human Resource Management Foundation (2007)
- Top 15% Teaching Award, R. H. Smith School of Business, University of Maryland (2007)
- Summer Research Award, R. H. Smith School of Business, University of Maryland (2006 & 2007)
- Frank T. Paine Award for Outstanding Academic Achievement, Smith School of Business, University of Maryland (2008)
- Promising Young Scholar Award, Ph.D. Project, Management Doctoral Student Association (2006)
- Graduate Student Research Award, American Production and Inventory Society
- Phi Kappa Phi Academic Honor Society
- Beta Gamma Sigma Academic Honor Society
- Virtual Work
- Organizational Change
Ph.D., University of Maryland, College Park, 2008
M.B.A., University of Missouri, 1992
B.Eng., Bath University (U.K.), 1988
- Human Resource Management
- Organizational Behavior
- Leading Teams
- Leading Change
- Doctoral Seminar in Work Group and Teams
- Virtual Teamwork
- Bell, B. S., McAlpine, K. L., & Hill, N. S., (2017) Leading from a distance: Advancements in virtual leadership research. In R. N. Landers (Ed.) Cambridge Handbook of Technology and Employee Behavior. Cambridge University
- Hill, N. S., & Bartol, K. M. (2016). Empowering leadership and effective collaboration in geographically dispersed teams. Personnel Psychology, 69(1), 159-198.
- Hill, N. S., Kang, J., & Seo, M. (2014). The interactive effect of leader-member exchange and electronic communication on employee psychological empowerment and work outcomes. Leadership Quarterly, 25, 772-783.
- Hill, N. S., Seo, M., Kang, J., & Taylor, M. S. (2012). “Building employee commitment to change across organizational levels: The influence of hierarchical distance and direct managers’ transformational leadership,” Organizational Science, 23(3), 758-777.
- Seo, M., Taylor, M. S., Hill, N. S., Zhang, X. M., Tesluk, P. E., & Lorinkova, N. (2012). “The role of affect and leadership during radical organizational change,” Personnel Psychology, 65(1), 121-165.
- Hill, N. S. & Wouters, K. (2010). “Comparing apples and oranges: Toward a typology for assessing e-learning effectiveness” in J. Martocchio (Ed.), Research in Personnel and Human Resources Management, Vol. 29. Bingley, U.K.: Emerald Group Publishing Limited.
- Hill, N. S., Bartol, K. M., Tesluk, P. E., & Langa, G. A. (2009). “Organizational context and face-to-face interaction: Influences on the development of trust and cooperation in computer-mediated groups,” Organizational Behavior and Human Decision Processes, 108 (2), 187-201.
- Seo, M., & Hill, N. S. (2005). “Understanding the human side of merger and acquisition: An integrative framework,” Journal of Applied Behavioral Science, 41(4), 422-443.
- Hill, N. S. (2005). “Leading together, working together: The role of team shared leadership in building collaborative capital in virtual teams” in M. Beyerlein, S. Beyerlein, & F. Kennedy (Eds.), Collaborative Capital: Advances in Interdisciplinary Studies of Work Teams (Vol. 11, pp. 183-209). New York: Elsevier JAI.