Deborah H. Gruenfeld
Moghadam Family Professor of Leadership and Organizational Behavior
Codirector of the Executive Program for Women Leaders
Graduate School of Business Trust Faculty Fellow for 2013-14
Deborah H Gruenfeld is a social psychologist whose research and teaching examine how people are transformed by the organizations and social structures in which they work. The author of numerous articles on the psychology of power, and on group behavior, Professor Gruenfeld has taught popular courses on these and related topics to MBA students and executives at Stanford and at Northwestern University’s J.L. Kellogg Graduate School of Management.
Professor Gruenfeld’s work on the psychology of power not only gives credence to the old adage that power corrupts, but it explains why this occurs. Whereas the classic Machiavellian perspective suggests that power’s effects are mostly premeditated and strategic, her research suggests that when power corrupts, it can be without conscious awareness. Her theory of power, published in Psychological Review with co-authors Dacher Keltner and Cameron Anderson, asserts that power is disinhibiting: by reducing concern for the social consequences of one’s actions, power strengthens the link between personal desires and the acts that satisfy them. Recent papers document also that power leads to an action-orientation (Journal of Personality and Social Psychology,) limits the ability to take another's perspective (Psychological Science), and that it increases the tendency to view others as means to an end (Journal of Personality and Social Psychology.)
Professor Gruenfeld’s early work examined power dynamics in work groups, including the U.S. Supreme Court (Journal of Personality and Social Psychology; Personality and Social Psychology Bulletin.) Her analyses of published opinions by U.S. Supreme Court justices suggested that when decisions are made by groups in a democracy, participants’ styles of reasoning depend more on group dynamics (that is, whether justices are in the majority or the minority) than on individual’s personalities, or their ideological preferences (liberal versus conservative.) This work received “outstanding dissertation” awards from the American Psychological Association and the Society for Experimental Social Psychology.
Professor Gruenfeld was a fellow at the Center for Advanced Study in the Behavior Sciences from 2002-2003, and she is a member of the Society of Experimental Social Psychology. She is also the recipient of research grants from the MacArthur Foundation though the Program in Arms Control, Disarmament, and International Security at the University of Illinois; and the Citicorp Behavioral Sciences Research Council.
A sought-after teacher in the field of organization behavior, Professor Gruenfeld teaches in many of Stanford’s Executive Education programs. She co-directs the Stanford Executive Program for Women, the Stanford Faculty Women’s Forum Workshop on Leadership, Management and Influence, and the Women Do Lead program for GSB alumni. In the MBA program, she teaches required courses on teams and organizational behavior, and offers the elective “Acting with Power.”
Professor Gruenfeld joined the Stanford Graduate School of Business in 2000. She received her bachelor’s degree in psychology from Cornell University in 1983, her master’s in journalism from New York University in 1985, and her PhD in psychology from the University of Illinois in 1993. Before starting her academic career, she worked as a journalist and public relations consultant.
PhD, Univ. of Illinois, 1993; MS, New York Univ., 1985; BA, Cornell Univ., 1983.
At Stanford since 2000. Asst.-Assoc. Prof., Kellog School of Management, Northwestern Univ., 1993-2000.
- Power, Approach and Inhibition: Psychological Review, 2003
- From Power to Action: Journal of Personality and Social Psychology, Vol 85(3) Sept. 2003, 453-466, 2003
- What Do Groups Learn from Their Worldliest Members? Direct and Indirect Influence in Dynamic Teams: Organizational Behavior and Human Decision Processes, 2000
- Upending the Status Quo: Cognitive Complexity in Supreme Court Justices Who Overturn Legal Precedent: Personality and Social Psychology Bulletin, 2000
- Status, Ideology, and Integrative Complexity on the U.S. Supreme Court: Rethinking the Politics of Political Decision Making: Journal of Personality and Social Psychology, Vol 68(1), Jan. 1995, 5-20, 1995
- E389: Leigh Rawdon
Awards and Honors
- Recipient of: Fellowship, 2002, Center for Advanced Study in the Behavioral Sciences
- Outstanding Dissertation Award, 1994, Society of Experimental Social Psychology
- Dissertation Research Award, American Psychological Association At Kellogg Graduate School of Management, Northwestern Universit, 1993, -2000
- OB 333: Acting with Power
In The Media
- Teamwork Produces Better Decisions, Silicon Valley/San Jose Business Journal
- Complex Thinking and Clear-cut Belief, Chicago Tribune
- From Paper to Reader, Something Gets Inferred in the Translation, Washington Post