Susan Ashford
Academy of Management Scholar Susan “Sue” Ashford of the University of Michigan Ross School of Business was previously on the faculty of the Tuck School of Business at Dartmouth College. She earned her master’s and Ph.D. degrees from Northwestern University. She served as the Ross School’s senior associate dean from 1998 to 2002, the associate dean for Leadership Development Programming from 2007 to 2010, the faculty director of the Executive MBA program from 2002 to 2012, and the area chair for the Management and Organizations group from 2014 to 2021.
Ashford has made research contributions in the areas of leadership development and leader effectiveness, middle management voice and issue selling, job insecurity, and individual self-management and feedback seeking. She is currently researching how to thrive in the gig economy. Her research has been published in a variety of outlets, including the Academy of Management Review, Academy of Management Journal, Academy of Management Annals, and Academy of Management Learning & Education. She has served as an associate editor for the Academy of Management Journal and currently serves on its editorial board. Her research providing advice for managers has been summarized in Harvard Business Review, The Washington Post, and New York magazine.
In 2002, Ashford was named a Fellow of the Academy of Management, recognizing the top 1% of scholars in a worldwide professional association of more than 20,000 professors, graduate students, and practitioners interested in improving management scholarship, education, and practice. The Academy of Management also awarded her the prestigious Career Achievement Award for Distinguished Scholarly Contributions to Management in 2017.
In 2020, Ashford won the Lifetime Achievement award offered by the Organizational Behavior division of the Academy of Management and was also named the Ross School’s researcher of the year.
Academy of Management Scholar Susan “Sue” Ashford of the University of Michigan Ross School of Business was previously on the faculty of the Tuck School of Business at Dartmouth College. She earned her master’s and Ph.D. degrees from Northwestern University. She served as the Ross School’s senior associate dean from 1998 to 2002, the associate dean for Leadership Development Programming from 2007 to 2010, the faculty director of the Executive MBA program from 2002 to 2012, and the area chair for the Management and Organizations group from 2014 to 2021.
Ashford has made research contributions in the areas of leadership development and leader effectiveness, middle management voice and issue selling, job insecurity, and individual self-management and feedback seeking. She is currently researching how to thrive in the gig economy. Her research has been published in a variety of outlets, including the Academy of Management Review, Academy of Management Journal, Academy of Management Annals, and Academy of Management Learning & Education. She has served as an associate editor for the Academy of Management Journal and currently serves on its editorial board. Her research providing advice for managers has been summarized in Harvard Business Review, The Washington Post, and New York magazine.
In 2002, Ashford was named a Fellow of the Academy of Management, recognizing the top 1% of scholars in a worldwide professional association of more than 20,000 professors, graduate students, and practitioners interested in improving management scholarship, education, and practice. The Academy of Management also awarded her the prestigious Career Achievement Award for Distinguished Scholarly Contributions to Management in 2017.
In 2020, Ashford won the Lifetime Achievement award offered by the Organizational Behavior division of the Academy of Management and was also named the Ross School’s researcher of the year.
More content featuring Ashford
- Having Scholarly Impact: The Art of Hitting Academic Home Runs
- Feedback-Seeking in Individual Adaptation: A Resource Perspective
- Self-regulation for Managerial Effectiveness: The Role of Active Feedback Seeking
- Content, Cause, and Consequences of Job Insecurity: A Theory-Based Measure and Substantive Test
- Old Assumptions, New Work
- Leadership Should Not Be a Luxury Good: Scaling Leader Development for the Forgotten Majority
- Who will Lead and Who will Follow? a Social Process of Leadership Identity Construction in Organizations
- SELLING ISSUES TO TOP MANAGEMENT
- Personal Growth in Organizations: A Review and Integrative Theoretical Framework
- Interactive Effects of “Type A” Behavior and Perceived Control on Worker Performance, Job Satisfaction, and Somatic Complaints
- Do I Dare? The Psychodynamics of Anticipated Image Risk, Leader-Identity Endorsement, and Leader Emergence
- Individual-Centered Interventions: Identifying What, How, and Why Interventions Work in Organizational Contexts
- Intra- and Interorganizational Cooperation: Toward a Research Agenda
- Self-Regulation of Creativity at Work: The Role of Feedback-Seeking Behavior in Creative Performance
- Moves that Matter: Issue Selling and Organizational Change
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