Elad N. Sherf

Elad N. Sherf has been a member of Linktree for 3 years and joined in December 2022. The social media accounts linked to from Elad N. Sherf are: • LinkedIn Besides social media accounts, ensherf has populated their site with: • Effective Allies Don’t Just Offer Support — They Change Systems • ¿Qué es la falsa equidad y cómo frena el verdadero talento? • Rythmer la gestion des changements • The Hidden Impact of Allyship on Allies • Employees See Bias in the Workplace. Their Bosses Don’t. • The Invisible Barriers Holding Top Talent Back • Why Managers Resist Diversity, and How to Fix It • There Actually Is an ‘I’ in Team • A life guided by curiousity | UNC Kenan-Flagler • Managers’ “Not Here” Bias Undermines Diversity Efforts • Research: Why Managers Deny Inequity in Their Own Organizations • Seeking Information and Assistance at Work: How Employers Can Promote Worker Proactivity • The Downside of Success? It Can Lead to Failure • Enabling Employee Voices: How to Foster Engagement & Safety in the Workplace and Strategies for Amplifying Women & Minority Voices - Elad Sherf-Assoc. Prof, UNC Kenan Flager Business School • Going Further Together: The Unique Power of Mixed-Gender Coalitions Advocating for Gender Equity • The 3Cs of Delivering Effective Feedback • Strategies for Diversifying Corporate Leadership • Have Something to Say? Your Boss May Prefer You Do It in Private • Overcoming barriers to justice enactment by feedback seeking — Real Pal • Seeking and finding fairness at work | UNC Kenan-Flagler • How Organizations Can Encourage Employees to Seek Feedback • When companies treat employees fairly, everyone wins • How Motives of Managers Influence Employees’ Judgments of Fairness • Why employees who speak up sometimes remain silent • You Might Not Be Hearing Your Team’s Best Ideas • Emotional Intelligence Leads to Good Moods and Workplace Creativity • Research: Why Managers Ignore Employees’ Ideas • Research: When Managers Are Overworked, They Treat Employees Less Fairly • How to Get Men Involved with Gender Parity Initiatives • Providing Feedback: Revisiting Assumptions and Moving Toward New Insights | New Frontiers in Performance Management Research: A Synthesis and Future Agenda | Oxford Academic • The mitigation–signaling model: An integrative conceptual review of allyship behaviors’ consequences for marginalized individuals • Broadening our Sights: Expanding the Consequences of Allyship for Allies • A 25-Year Review of Research on Feedback in Organizations: From Simple Rules to Complex Realities | Annual Reviews • Perceived personal and contextual impunity: Conceptualization, antecedents, and implications for workplace misconduct. • Fairness Judgments in the Context of Structural Sexism: The Role of Beliefs in Individual and Structural Causes of Success • How Much Inequity Do You See? Structural Power, Perceptions of Gender and Racial Inequity, and Support for Diversity Initiatives • In it to win it? Comparative evaluation increases zero-sum beliefs. • A Reinforcement Sensitivity Theory View of Seeking Behaviors at Work: A Meta-Analysis • Team Adaptation to Discontinuous Task Change: Equity and Equality as Facilitators of Individual and Collective Task Capabilities Redevelopment • Signaling Legitimacy: Why Mixed-Gender Coalitions Outperform Single-Gender Coalitions in Advocating for Gender Equity • Victorious and Hierarchical: Past Performance as a Determinant of Team Hierarchical Differentiation • It’s not only what you do, but why you do it: How managerial motives influence employees’ fairness judgments. • The errors of experts: When expertise hinders effective provision and seeking of advice and feedback • To be or not to be consistent? The role of friendship and group-targeted perspective in managers' allocation decisions • Seeking and finding justice: Why and when managers' feedback seeking enhances justice enactment • Keeping it between us: Managerial endorsement of public versus private voice. • Distinguishing Voice and Silence at Work: Unique Relationships with Perceived Impact, Psychological Safety, and Burnout • I do not need feedback! Or do I? Self-efficacy, perspective taking, and feedback seeking.h • Too Busy to Be Fair? The Effect of Workload and Rewards on Managers’ Justice Rule Adherence | Academy of Management Journal • Why Managers Do Not Seek Voice from Employees: The Importance of Managers’ Personal Control and Long-Term Orientation • Centralization of member voice in teams: Its effects on expertise utilization and team performance. • It Is Not My Place! Psychological Standing and Men’s Voice and Participation in Gender-Parity Initiatives • The role of conflict in managing injustice. • Friend or foe? The impact of relational ties with comparison others on outcome fairness and satisfaction judgments • Regulating and facilitating: The role of emotional intelligence in maintaining and using positive affect for creativity. • Elad N. Sherf | Bio • Elad Sherf | UNC Kenan-Flagler Business School • Google Scholar • LinkedIn profile