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Seating is
limited
Questions:
Jepson@richmond.edu
or call 287-6081
SCHEDULE OF EVENTS
March 22
Noon to 1:45 p.m.–Affective
Forecasting: Knowing How We Will Feel Timothy
D. Wilson, the Sherrell J. Aston Professor of Psychology at
the University of Virginia
Self-knowledge is important for effective leadership and
overall well-being. Recent research on affective
forecasting has examined a particular form of
self-knowledge, namely people’s ability to predict how they
and others will react to future events. Many important
decisions hinge on making accurate affective forecasts, such
as policy decisions about healthcare and personal decisions
of all sorts. And yet, people seem to make systematic errors
when predicting their future reactions. Dr. Wilson will
discuss the kinds of affective forecasting errors to which
people are prone, the reasons for them, and the implications
of these errors. Lunches will be available at
noon. The program begins at 12:30 p.m. and will be followed
by a book signing. He is the author of
Strangers to Ourselves.
2 to 3 p.m. –Moral
Minds: Individual Differences in Ethical Reactions to
Leaders
Donelson R. Forsyth, Professor, The Leo K. and Gaylee
Thorsness Chair in Ethical Leadership, The Jepson School
of Leadership Studies
Those who lead—from the CEOs of corporations down to
those who take charge of their teams and small groups—do
not always succeed in their endeavors, and in some
cases, their failures are moral ones. Reasonable people
do not always agree, however, when evaluating what is
moral and what is not. Just as philosophers who
specialize in the nature of morality often disagree when
discussing the moral goodness of a particular action,
ethical positions theory (EPT) suggests that laypersons
base their judgments on their intuitive moral
philosophies and differences among people naturally
arise because they adopt different ethical positions.
Considering two aspects of these variations in moral
philosophies—relativism and idealism—yields a four-fold
taxonomy of ethical positions, which predicts in part
how negatively or positively individuals react to the
moral indiscretions of their leaders.
3:15 to 4:15 p.m.–Spinning
Presidential Debates: Fooling Some of the People Some of
the Time George R. Goethals, Professor, E.
Claiborne Robins Distinguished Chair, Jepson School of
Leadership Studies
Part of the ritual of our quadrennial presidential
elections is a series of debates. We know that
people watch debates and that their perceptions of
who won is closely related to who they eventually
vote for. So, what influences people’s beliefs about
the winner? The answers include spin from various
commentators offered both before and after the
debates, whether people see or just hear the debate,
and various personal qualities, such as intellectual
curiosity, that interact with different kinds of
spin. We are particularly interested in how an
individual’s reactions are shaped by other people’s.
It has been said that debates matter, whether people
watch them or not. The appraisal of peers and
pundits guide our own thinking. We’ll discuss
research touching on these points.
4:15 to 5:30 p.m. –Mind Games: How
Stereotypes Shape Women Leaders’ Self-Perceptions and
Performance Stacey Sinclair, Associate Professor,
University of Virginia, and Crystal Hoyt, Assistant
Professor, Jepson School of Leadership Studies
Nontraditional leaders face undue hardships and stressors in
the leadership role due to negative stereotypes and biases.
These stereotypes can not only interfere with others’
perceptions of the leader, affecting such outcomes as
performance appraisals, selection and promotion, but they
can also influence leaders’ self-perceptions. The
presenters will examine the impact of stereotypes on
leaders’ self-perceptions and how those perceptions affect
women leaders' performance.
7 to 8:30 p.m.–Intelligence,
Creativity, Leadership: A Psychologist’s
Perspective Howard Gardner, Hobbs Professor
of Cognition and Education at H arvard
University
Gardner’s research dovetails with much of what concerns
scholars studying leadership. While there is much talk on
what it means to be a leader, Gardner discussed what the
mind of an effective leader and the mentality of his or her
followers looked like in 1996’s Leading Minds. In
2004, in Changing Minds: the Art and Science of Changing
Our Own and Other People’s Minds, he argued that
changing the mind occurs gradually in ways that are
identifiable and that can be influenced. A
question-and-answer session and a book signing will follow
Dr. Gardner's remarks.
To sign up for daytime events:
Registration
If you wish to attend only the evening lecture
with Howard Gardner, please call the box office to reserve
your tickets for pickup at the check-in table that evening.
289-8980. |
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