Naomi Rothman earned a doctorate in organizational behavior at New York University's Stern School of Business and a bachelor’s in sociology at the University of California at Davis. Before joining Lehigh’s faculty, Rothman was an assistant professor at the University of Illinois at Urbana-Champaign.
Her research examines the unexpected ways that people (e.g., leaders) make higher quality decisions and influence others to do so through their use of emotions and power; specifically how the experience and expression of complex emotions (e.g., emotional ambivalence) and complex states of power (e.g., power with perspective taking) drive effective decision making.
She has published in Harvard Business Review, Academy of Management Review, Academy of Management Annals, Organizational Behavior and Human Decision Processes, Journal of Organizational Behavior, Cognition and Emotion, Journal of Experimental Social Psychology, Social Psychological and Personality Science, Negotiation and Conflict Management, and in edited books, including Research on Managing Groups and Teams, and Voice and Silence in Organizations.
Rothman, N.B. & Melwani, S. (2017). Feeling Mixed, Ambivalent, and In Flux: The Social Functions of Emotional Complexity for Leaders, Academy of Management Review, Special Issue on Integrating Affect and Emotion in Management Theory, 42, 259-282. (Accepted Feb 21, 2016; Published Online March 25, 2016)
Rothman, N.B., Pratt, M.G., Rees, L. & Vogus, T.J. (2017). Understanding the Dual Nature of Ambivalence: Why and When Ambivalence Leads to Good and Bad Outcomes, Academy of Management Annals. 11, 33-72. (Accepted October 19, 2016)
Methot, J. R., Melwani, S., & Rothman, N. B. (2017). The Space Between Us: A Social-Functional Emotions View of Ambivalent and Indifferent Workplace Relationships, Journal of Management. XX, XX-XX. (Accepted December 2, 2016).