Naomi B. Rothman
Naomi B. Rothman, Ph.D.
Department of Management: Assistant Professor
- University of California at Davis, B.A.
- Stern School of Business, New York University, Ph.D.
Naomi Rothman joined the Department of Management at Lehigh University in 2011. Prior to coming to Lehigh, Rothman served as an assistant professor at the College of Business, University of Illinois Urbana-Champaign. Naomi's research focuses on the social consequences of emotions, power, and justice in the workplace. Her work has appeared in Organizational Behavior and Human Decisions Processes, Harvard Business Review, and in edited books, including Research on Managing Groups and Teams, and Voice and Silence in Organizations.
Naomi is the recipient of numerous awards for her teaching as well as the 2010 best theoretical or empirical paper in the Conflict Management division of the Academy of Management.
Prior to pursuing her Ph.D., Naomi worked as a research analyst for a social policy consulting firm in California, working with clients in state and federal government, as well as private foundations.
- Social consequences of emotions in the work place
Selected Publications and Working Papers
- Galinsky, A.D., Magee, J.C., Rus, D., Rothman, N.B., and Todd, A.R. (2013). Accelerating with Steering: The Synergistic Benefits of Combining Power and Perspective-Taking, Accepted at Social Psychology and Personality Science.
- Blader, S., & Rothman, N.B. (2013). Paving the Road to Preferential Treatment with Good Intentions: Empathy, Accountability and Fairness, Journal of Experimental Social Psychology, 50, 65-81.
- Rees, L., Rothman, N.B., Lehavy, R., & Sanchez-Burkes, J. (2013). The Ambivalent Mind Can Be a Wise Mind: Emotional Ambivalence Increases Judgment Accuracy, Journal of Experimental Social Psychology, 49, 360-367.
- See, K.E., Morrison, E.W., Rothman, N.B., & Soll, J.B. (2011). The detrimental effects of power on confidence, advice taking, and accuracy, Organizational Behavior and Human Decision Processes, 116, 272-285.
- Rothman, N.B. (2011). Steering Sheep: How Expressed Emotional Ambivalence Elicits Dominance in Interdependent Decision-Making Contexts, Organizational Behavior and Human Decision Processes, 116, 66-82.
- Wiesenfeld, B.M., Rothman, N.B., Wheeler-Smith, S.L., & Galinsky, A.D. (2011). Why fair bosses fall behind. Harvard Business Review. July-August, 2011.
- Peters, M., Rothman, N.B., & Northcraft, G. B. (2011). Beyond Valence: The Effects of Group Emotional Tone on Group Negotiation Behaviors and Outcomes. In E. Mannix, M. Neale, and J. Overbeck (Eds.), Research on Managing Groups and Teams: Negotiation & Groups. United Kingdom: Emerald.
- See, K.E., Rothman, N.B., & Soll, J.B. (2010). Powerful and unpersuaded: The implications of power for confidence, advice taking, and accuracy. In L. A. Toombs (Ed.), Proceedings of the Seventieth Annual Meeting of the Academy of Management (CD), ISSN 1543-8643.
- Blader, S., Wiesenfeld, B., Rothman, N.B., Wheeler-Smith, S. (2010). Social Emotions and Justice: How the Emotional Fabric of Groups Determine Justice Enactment and Reactions." In E. Mannix, M. Neale, and E. Mullen (Eds.), Research on Managing Groups and Teams: Justice & Groups. United Kingdom: Emerald.
- Morrison, E.W. & Rothman, N.B. (2009). Silence and the Dynamics of Power. In J. Greenberg & M.S. Edwards (Eds.), Voice and Silence in Organizations. United Kingdom: Emerald.
- Rothman, N.B. & Wiesenfeld, B.M. (2007). The Social Consequences of Expressing Emotional Ambivalence in Groups and Teams. In E. Mannix, M. Neale & C. Anderson (Eds.), Research on Managing Groups and Teams: Affect & Groups. Oxford: Elsevier.
- Horowitz, S., Buchanan, S., Alexandris, M., Anteby, M., Rothman, N., Syman, S. & Vural, L. (2005). The rise of the freelance class: The new constituency of workers building a social safety net. Report, Working Today, Brooklyn, NY, 2005.