Voter Behavior | Organizational Behavior
New research finds that trust in others — not just political ideology — shapes who wants a strong-arm leader.
Marlon Mooijman
Jones School Distinguished Assistant Professor of Management – Organizational Behavior
Marlon Mooijman is the Jones School Distinguished Assistant Professor of Management (Organizational Behavior) at Rice Business and a courtesy faculty member in the industrial-organizational psychology group. Before Rice, he worked at the Kellogg School of Management, Northwestern University.
Professor Mooijman studies trust, power and ethics, which are topics at the heart of leadership — a good leader needs to cultivate trusting relationships, wield power wisely, and ignite people’s moral passions and steer them in the right direction. Bad leaders, in contrast, make life miserable for employees. He studies what makes people good leaders by studying how trust develops in unequal power relationships and how leaders can leverage their understanding of others' moral passions to their benefit. His work has been published in top-outlets such as Journal of Personality and Social Psychology, Psychological Science, Nature Human Behavior, Research in Organizational Behavior, and Organizational Behavior and Human Decision Processes.
Professor Mooijman teaches organizational behavior to undergraduate students and MBA students at Rice Business, as well as various Ph.D. seminars to Ph.D. students. Besides work, he enjoys bike riding, hiking, drumming and spending time with his wife, son and daughter.
Rice Business Wisdom
Human Behavior | Organizational Behavior
Research shows that when people gain power, they trust others less, and that distrust pushes them toward deterrence-style punishment.
Leadership | Organizational Behavior
Leaders who fear losing power are far more likely to distrust their colleagues — even when those colleagues are loyal and cooperative.
Human Behavior | Organizational Behavior
The more perceived distrust people feel, the less likely they are to follow the rules.
Protests | Organizational Behavior
Spikes in moralizing social media posts can help predict when protests turn violent and that outrage becomes most dangerous when it’s actively validated by like-minded others.