Faculty and ResearchExpert Guide

Education

• PhD, Industrial-Organizational Psychology
  Pennsylvania State University, University Park, PA
• Master of Science, Industrial-Organizational Psychology
  Pennsylvania State University, University Park, PA
• Bachelor of Arts, Psychology
  University of Calgary, Calgary, Canada

Areas of Expertise

• Leadership and Leadership Development
• Organizational Culture
• Psychology of Top Executives
• Human Capital Development
• Organizational Change and Transformations
• Strategic Employee Hiring

Professional Activities

Nathan Hiller is Academic Director of the Center for Leadership and an Associate Professor in the Department of Global Leadership and Management.

As an academic, his focus is on understanding the strategic implications of executive personality, as well as enhancing the way that organizations build their leadership pipeline. His research has appeared in most of the top journals in the field of management, including the Academy of Management Journal, Strategic Management Journal, Journal of Applied Psychology, Personnel Psychology, and The Leadership Quarterly. Nathan is a recipient of the Kenneth Clark Award for innovative leadership research and sits on several editorial boards. During the 2012-2013 academic year, he held visiting faculty appointments at Cornell University and the University of Washington and he has taught a graduate leadership course at Fundação Getulio Vargas in Rio de Janeiro.

As a consultant and leadership development expert, Nathan has worked on cutting-edge projects related to leadership development, organizational change, and teamwork with clients such as Boston Scientific, Hewlett Packard (HP), The US Secret Service, Bacardi USA, Novartis, and The Centers for Disease Control (CDC). In his role at the Center for Leadership, Nathan oversees the academic content of all leadership programs, and is the Faculty Director of the Senior Executive Leader Program, The High-Potential Leader Program, and an internal FIU program geared for senior administrative leaders of the university. He is also director of a new 6-month Miami-based strategic leadership development program, in partnership with the top-ranked IESE graduate school of business (Spain). Nathan is the primary author of the Center’s Leadership Competency Builder, which forms the backbone of all Center programming.

Nathan loves to travel and draws regularly from his experience living in four countries on three continents in ten cities. He received his Ph.D. from The Pennsylvania State University.

Courses Taught

• Advanced Management Research
• Dissertation Prep
• High Involvement Human Resource Management
• Leadership
• Leadership in a Global Environment
• Org Behav Mgmt
• Organization Design and Behavior
• Organizational Behavior
• Ph.D. Dissertation

Refereed Journal Articles

Neely, B. H., Lovelace, J. B., Cowen, A. P., & Hiller, N. J. (2020). Meta-critiques of upper echelons theory: Verdicts and recommendations for future research. Journal of Management. View Article

He, W., Hao, P., Huang, X., Long, L., Hiller, N. J., & Li, S. (2020). Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity. Personnel Psychology, 73(1). View Article

Hiller, N. J., Piccolo, R. F., & Zaccaro, S. J. (2020). Economic assumptions and economic context: Implications for the study of leadership. The Leadership Quarterly, 31(3). View Article

Hiller, N. J., Sin, H., Ponnapalli, A. R., & Ozgen Novelli, S. (2019). Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies. The Leadership Quarterly, 30(1). View Article

Hiller, N. J., & Peterson, S. (2019). Assessment and development first requires a deeper understanding of unique categories of senior leaders: A focus on CEOs and C-level executives. Industrial and Organizational Psychology-Perspectives on Science and Practice, 12(2). View Article

Maidique, M. A., & Hiller, N. J. (2018). The Mindsets of a Leader. MIT SLOAN MANAGEMENT REVIEW, 59(4). View Article

Crossland, C., Zyung, J., Hiller, N. J., & Hambrick, D. C. (2014). CEO career variety: Effects on firm-level strategic and social novelty. Academy of Management Journal, 57(3).

Hiller, N. J., DeChurch, L. A., Murase, T., & Doty, D. (2011). Searching for outcomes of leadership: A 25-year review. Journal of Management, 37(4).

DeChurch, L. A., Hiller, N. J., Murase, T., Doty, D., & Salas, E. (2010). Leadership across levels: Levels of leaders and their levels of impact. Leadership Quarterly, 21(6).

Resick, C. J., Whitman, D. S., Weingarden, S. M., & Hiller, N. J. (2009). The bright-side and the dark-side of CEO personality: Examining core self-evaluations, narcissism, transformational leadership, and strategic influence. Journal of Applied Psychology, 94(6).

Hausknecht, J. P., Hiller, N. J., & Vance, R. J. (2008). Work unit absenteeism: Effects of satisfaction, commitment, labor market conditions, and time. Academy of Management Journal, 51(6).

Mohammed, S., Rizzuto, T. E., Hiller, N. J., Newman, D. A., & Chen, T. T. (2008). Individual differences and group negotiation: The role of polychronicity, dominance, and decision-rule. Negotiation and Conflict Management Research, 1(3).

Hiller, N. J., Day, D. V., & Vance, R. J. (2006). Collective enactment of leadership roles and team effectiveness: A field study. Leadership Quarterly, 17(4).

Hiller, N. J., & Hambrick, D. C. (2005). Conceptualizing executive hubris: The role of (hyper-) core self-evaluations in strategic decision-making. Strategic Management Journal, 26(4).

Day, D. V., Schleicher, D. J., Unckless, A. L., & Hiller, N. J. (2002). Self-monitoring personality at work: A meta-analytic investigation of construct validity. Journal of Applied Psychology, 87(2). View Article

Hiller, N. J., & Kline, D. W. (2001). Diminished spatial summation contributes to the age deficit in the discrimination of low-contrast vernier oscillation. Optometry and Vision Science, 78(8). View Article