Center for Leadership and Ethics’ Post

Join us Wednesday, Oct. 23 for an inspiring event featuring Professor David Spence of Texas McCombs School of Business and The University of Texas School of Law, in which he will be discussing "Misunderstanding the Politics of the Energy Transition." This in-person event takes place from 12:30-2:00 pm on campus in Rowling Hall - RRH 4.416. Light refreshments served starting at 12:30. RSVP - https://lnkd.in/gUCwMbdZ

Even before remote and hybrid work arrangements grew in popularity, modern workers have increasingly replaced face-to-face connections with virtual meetings. From job interviews, meetings and summits, to day-to-day communication, professionals are interacting virtually in every facet of work life. Over the past 35 years, the growing normalcy of virtual exchanges has led to a growing collection of research and prescriptions on how employees make and manage impressions in these virtual settings. In a seminal article, UT MSB Assistant Professor of Management Andrew Brodsky and his co-author rigorously examined 120+ research stories on employees’ virtual impression management. The researchers synthesized perspectives on what employees do, paired with the context and targets of their actions, to manage impressions over text (e.g., emails, instant messages), voice, and video (e.g., Zoom/Teams) exchanges. They synthesized all of these insights into a single, comprehensive view of employees’ virtual impression management behaviors, which take three forms: 1.    Verbal behaviors: What employees share, how they initiate/conclude conversations, mirroring others’ words, choosing the level of sophistication of their language 2.    Nonverbal behaviors: Use of emoticons, punctuation/capitalization, vocal tone and cues, eye contact 3.    Meta behaviors: Time taken to reply, time of day for sending messages, use of CC and BCC/forwarding, aesthetics. Employees rely on these behaviors to meaningfully influence how others view them as professionals and coworkers/direct reports/supervisors. Importantly, the researchers identify how the different tactics of each behavior lead to different outcomes, both in how competently the employee is viewed and in how others feel about the employee. As companies continue to embrace digital means of collaboration, professionals who can navigate and harness the dynamics of managing impressions through virtual media hold a significant advantage. Dr. Brodsky’s authoritative collection of all tactics, and their likely outcomes, provides a powerful guide for employees seeking to maximize their virtual impact and professional potential. https://lnkd.in/g_2Kf4Qm #remotework #research

🌟 Join us TODAY at 5:30pm in Crum for an inspiring evening with Christoph Schweizer, CEO of Boston Consulting Group, as he shares insights at our final VIP Speaker Series event of the semester! Christoph, a proud UT Austin MBA alum, has risen to the helm of BCG, making waves in the industry. Don't miss this exclusive opportunity to hear from him firsthand! There is still time to register - https://lnkd.in/g6B8SgVP

🌟 A Heartfelt Thank You! 🌟 To our incredible community of change-makers, we are beyond grateful for your unwavering support during our 40 for Forty campaign. With your generosity, we've raised $3,025, paving the way for transformative leadership education. Your contributions, whether big or small, are the driving force behind our mission to revolutionize leadership education. Every dollar raised fuels life-altering experiences for aspiring leaders, empowering them to ignite positive change in the world. From the bottom of our hearts, thank you for believing in our vision and joining us on this journey to redefine leadership. Your support means everything to us. Let's continue to inspire greatness and make an everlasting impact, together. 💫 #40forForty #whatstartshere

🌟 Final Call for Change-makers! 🌟 At the Center for Leadership and Ethics, we're on a mission to revolutionize leadership education. Our dedication lies in empowering future leaders with the tools they need to ignite positive change. https://lnkd.in/gp6RdMi3 Today marks the last opportunity to be a part of our 40 for Forty campaign. Your contribution, big or small, fuels life-altering educational experiences for aspiring leaders. Let's redefine leadership together and inspire greatness in the next generation. Join us in our mission. Give today and become a Proud Supporter. Together, we'll make an everlasting impact. Give here: https://lnkd.in/gp6RdMi3 ✨ #40forForty #LeadTheChange

🌟 Exciting Opportunity Alert! 🌟 Join us for the inaugural Mulva Leadership Symposium at The University of Texas at Austin this Friday, April 12th! https://lnkd.in/gpyZhBRM This year’s symposium focuses on the vital theme of leading and managing through crisis, featuring an impressive lineup of speakers including Joseph Kopser (Keynote), Doug Wolfe (SVP First Horizon Bank), Prof. Shefali V. Patil, Prof. Caroline Bartel, Dean Lillian Mills, UT Men's Basketball Coach Rodney Terry, Admiral William (Bill) McRaven, and more. 🤝 Proudly brought to you by the Center for Leadership and Ethics in collaboration with The University of Texas at Austin - College of Liberal Arts and #NROTC. Don't miss out! Secure your spot today by registering here: https://lnkd.in/gpyZhBRM

🌟 Join us in making a difference! 🌟 At the Center for Leadership and Ethics, we're dedicated to reshaping the landscape of leadership education. Our mission is clear: to empower future leaders with the knowledge, skills, and insights they need to make a positive impact in the world. Our 40 for Forty campaign aims to raise funds to support life-changing educational experiences and transformative insights for aspiring leaders. Your contribution, no matter the size, will directly impact the lives of those who will shape the future. Together, let's redefine leadership and inspire greatness in the next generation. https://lnkd.in/g5XyEWEw Join us in our mission. Give today and be a catalyst for change. Together, we can make a difference. Give here - https://lnkd.in/g5XyEWEw ✨ #40forForty #LeadershipMatters #MakeAnImpact

Explore Ethics Unwrapped—our pioneering initiative offering free resources to over 1800 institutions globally. Dive into engaging videos and case studies illuminating ethical decision-making complexities. Discover their expanding Concepts Unwrapped series, now exploring behavioral ethics in sports, shaping moral perspectives on and off the field. Read more at The National Ethics Project - https://lnkd.in/g5e5rgxa

The concept of psychological safety continues to gain importance among leaders seeking to foster their teams’ success. A recent study by Constantinos Vassiliou Coutifaris, Assistant Professor of Management at UT Austin, and Adam Grant, Professor of Management at Wharton, reveals a surprising route leaders can follow to establish psychological safety in their teams. Drawing on theories of self-disclosure, trust, and implicit voice, this work proposes that leaders can enhance team psychological safety by openly sharing critical feedback they’d received about their own performance with employees. In a series of three studies, the authors compared two approaches leaders may use to enhance psychological safety in their teams: 1.    Leaders seeking feedback from team members about their own performance, or 2.    Leaders sharing the feedback they have already received on their own performance. Although both approaches showed promise, only sharing feedback led to enduring improvements in team psychological safety. Feedback-sharing was effective among CEOs interacting with their top management teams and in a year-long field experiment featuring team leaders and their employees from a financial company and a healthcare company. Interviews with employees and leaders from the field experiment revealed how sharing critical feedback signaled trust and normalized vulnerability. As leaders demonstrated their commitment to staying open to input, their employees reciprocated with greater sharing of their own, which led to enduring improvements in psychological safety. Ensuing team practices, such as blocking out “vulnerability time” in team meetings, crystalized the norm of vulnerability and cemented the gains in psychological safety. Importantly, Coutifaris and Grant found that sharing past criticisms benefitted psychological safety without eroding leaders’ perceived effectiveness and competence. As leaders strive to position their teams for success amidst dynamic environments, sharing criticisms they have already received can be particularly effective in achieving enduring improvements in psychological safety without undermining their reputations as effective and competent. Read more - https://lnkd.in/gw6Sw4gK