Nathan J. Hiller, Ph.D., is a Fellow of the FIU Center for Leadership and an Associate Professor of Management and International Business at Florida International University. He is also a Knight Ridder Center Research Fellow. He received his Ph.D. from The Pennsylvania State University.
As a consultant and practitioner, Nathan has worked on cutting-edge projects related to strategic leadership development, organizational change, culture, human capital planning, and teamwork with clients including: Johnson & Johnson, Telefonica, Norwegian Cruise Line, Boeing, Boston Scientific, Burger King Corporation, and The United States Marine Corps.
Dr. Hiller is the Faculty Director of the High Potential Leader program at FIU – a 4-day leadership development program for promising senior managers. He also works regularly with executives in a variety of coaching and advisory roles.
As an academic, Dr. Hiller’s 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 Management, Journal of Applied Psychology, and The Leadership Quarterly. His research (with a colleague at Cornell University) has appeared in numerous international news outlets and he is the recipient of the Kenneth Clark Award for innovative leadership research from the Center for Creative Leadership.
Dr. Hiller loves to travel and draws regularly from his experience living in 4 countries on 3 continents in 10 cities.
Advanced Management Research
High Involvement Human Resource Management
Leadership in a Global Environment
Organization Design and Behavior
Organizational Behavior Management
Refereed Journal Articles
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), 652-674.
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), 1137-1177.
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), 1065-1089.
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), 1365-1381.
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), 1223-1245.
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), 282-307.
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), 387-397.
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), 297-319.