Dr. Dorothy Carter (The University of Georgia): The antecedents and outcomes of leadership networks in organizational systems
Feb 7 – Dr. Dorothy Carter (The University of Georgia) – Presentation title: The antecedents and outcomes of leadership networks in organizational systems
(Biography and Selected Research from https://psychology.uga.edu/directory/people/dorothy-carter)
Dr. Dorothy R. Carter (Ph.D., Georgia Institute of Technology, 2016) is an Assistant Professor in the Industrial-Organizational Psychology program at the University of Georgia. Her research focuses on leadership and teamwork in organizations. Dr. Carter is the director of the Leadership, Innovation, Networks, and Collaboration (LINC) Laboratory at UGA. The LINC lab seeks to uncover the factors that enable teams and larger collectives to tackle complex challenges in contexts such as the military, medicine, scientific collaboration, and long-duration space exploration.
Dr. Carter's current research is supported by funding from the National Aeronautical and Space Agency (NASA), the National Science Foundation (NSF), the National Institutes of Health (NIH), and the Army Research Institute (ARI). Her publications have appeared in outlets such as Journal of Applied Psychology, American Psychologist, Journal of Management, The Leadership Quarterly, Group and Organization Management, Human Resource Management Review, The Oxford Handbook of Leadership, and The Handbook of Industrial, Work, and Organizational Psychology.
Dr. Carter was the recipient of the 2017 Alvah H. Chapman Outstanding Dissertation Award in the Field of Leadership Sponsored by the Florida International University Center for Leadership and the Academy of Management's Network of Leadership Scholars and the 2019 'Rising Star' Award for Leadership Research Sponsored by the Exeter Centre for Leadership and the Network of Leadership Scholars.
Selected Publications:
Carter, D.R., DeChurch, L.A., Braun, M. & Contractor, N. (2015). Social network approaches to leadership: An integrative conceptual review. Journal of Applied Psychology, 100(3), 597-622.
Shuffler, M., & Carter, D.R. (2018). Teamwork in multiteam systems: Key lessons learned and future opportunities. American Psychologist, 73(4), 390-406.
Cullen-Lester, K.L., Maupin, C.K., & Carter, D.R. (2017). Incorporating social networks into leadership development: An organizing framework and evaluation of research and practice. The Leadership Quarterly, 28(1), 130-152.
Winner of the 2017 Leadership Quarterly Best Paper Award
Carter, N.T., Carter, D.R., & DeChurch, L.A. (2018). Implications of observability for the theory and measurement of shared emergent team properties. Journal of Management, 44(4), 1398-1425.
Murase, T., Carter, D.R., DeChurch, L.A., & Marks, M.A. (2014). Mind the gap: The role of leadership in MTS collective cognition. The Leadership Quarterly, 25(5), 801-1078.
Contractor, N.S., DeChurch, L.A., Carson, J., Carter, D.R., & Keegan, B. (2012). The topology of collective leadership. The Leadership Quarterly, 23, 994-1011.
Full list of publications can be found HERE
