Jennifer Jordan

Professor of Leadership and Organizational Behavior

Jennifer Jordan is Professor of Leadership and Organizational Behavior. She is a social psychologist and a digital transformation and business ethics expert. Her teaching, research and consulting focus on ethics, digital leadership, influence, and power. In 2019, she was named by Poets&Quants as one of the world’s leading business school professors under 40.

Jordan says leaders in today’s world are faced with massive changes that are disrupting organizations’ business models and society more generally, such as digitalization, the COVID-19 pandemic, and pressures to decarbonize and meet new ESG standards. They therefore have to find ways to manage uncertainty, while simultaneously leading transformations.

Leaders in today’s society need to constantly learn, unlearn, and relearn. They know that they have to learn. The challenge is how to unlearn and relearn. In working with leaders, my aim is to facilitate that process.

She believes the best approach is to create psychological safety by fostering an experimental mindset and empowering others, so that the value of team diversity is captured, and responsibility is shared.

Leaders need to constantly “unlearn” old ways of doing things and “relearn” new behaviors in order to adapt to the perpetual change and disruption of today’s world, but at the same time they should also identify previous approaches that remain relevant, to ensure that they do not “throw out the leadership baby with the organizational bathwater” as they manage the transformation of their organizations, she says.

Jordan has received specialized training and certifications in lie and truthfulness detection, as well as in conflict resolution within organizations, and she has delivered custom programs and consultancy services for a wide range of companies, including Barilla, KONE, Shell, DSM, Cisco, Loomis, Pfizer, Bayer, Johnson & Johnson, Nestlé, Rolls Royce, Zurich Insurance, Honda, Nexthink, UBS, Siemens, Electrolux, and AIA Insurance.

At IMD, she is Director of the Leadership Skills for the Digital Age (LSDA), Leading in the Digital Age (LDA) and Leadership Essentials (LE) open programs, and she directs the leadership stream for the MBA program.

Her work has appeared in numerous scientific journals including Administrative Science Quarterly, Organizational Behavior and Human Decision Processes, the Journal of Management, Business Ethics Quarterly, the Journal of Business Ethics, Psychological Science, Personality and Social Psychology Bulletin, the Journal of Applied Social Psychology, and the Journal of Experimental Social Psychology. She is also a member of the editorial boards of both Leadership Quarterly and Organizational Behavior and Human Decision Processes.

When Poets&Quants included Jordan on its ‘Best 40 under 40’ list in 2019, it said her research was in such demand that she had been cited almost 1,500 times by other academics. She has also had several articles published in Harvard Business Review, and her work has been cited in mainstream publications, from The New York Times to Dutch newspaper De Volkskrant.

She co-edited one of the seminal scientific books on wisdom, Handbook of Wisdom: Psychological Perspectives, and was a contributor to the books Leadership at the Crossroads: Psychology and Leadership and The Handbook of Organizational and Managerial Wisdom.

Before joining IMD in 2016, Jordan was Associate Professor and Rosalind Franklin Fellow at the University of Groningen in the Netherlands and a post-doctoral fellow at the Kellogg School of Management and Tuck School of Business in the United States. She served as a visiting scholar at the Max Planck Institute for Human Development in Berlin during her doctoral research.

Selected publications
Article
Finding the right balance - and flexibility - in your leadership style
LeadershipPsychology
It’s an outdated idea that a leader should adopt a fixed leadership style that’s agnostic to the specific context in which he or she is operating. A single approach to leadership is not going to me...
11 January 2022
Article
How shadow boards bridge generational divides
SustainabilityBoard
A shadow board is a group of young, nonexecutive employees tapped to work with the executive board on strategic initiatives. It’s designed to introduce a company’s (typically middle-aged) leadershi...
8 March 2022
Article
Every leader needs to navigate these 7 tensions
LeadershipPower Dynamics
In surveys and interviews with hundreds of leaders worldwide, we uncovered seven core tensions between the traditional and emerging leadership approaches. Those tensions create significant stress f...
20 February 2020
Article
Antecedents of leaders' power sharing: The roles of power instability and distrust
LeadershipPower Dynamics
Although previous research has identified various beneficial consequences of power sharing, less research has examined antecedents of leaders’ power sharing. To address this gap, across five studie...
1 March 2020
Article
Why you should create a “shadow board” of younger employees
BoardOrganizational Transformation
A lot of companies struggle with two apparently unrelated problems: disengaged younger workers and a weak response to changing market conditions. A few companies have tackled both problems at the s...
4 June 2019
Article
Reaching the top and avoiding the bottom: How ranking motivates unethical intentions and behavior
Ethics
Across six studies we explore when, why, and how an individual’s rank position affects their unethical intentions and behavior. We first demonstrate that competing to attain top ranks leads to more...
1 November 2016
Article
Someone to look up to: Executive-follower ethical reasoning and perceptions of ethical leadership
EthicsLeadership
Despite a business environment that highlights the importance of executives’ ethical leadership, the individual antecedents of ethical leadership remain largely unknown. In this study, the authors ...
1 March 2013
Article
Striving for the moral self: The effects of recalling past moral actions on future moral behavior
Ethics
People’s desires to see themselves as moral actors can contribute to their striving for and achievement of a sense of selfcompleteness. The authors use self-completion theory to predict (and show) ...
1 January 2011
Article
Something to lose and nothing to gain: The role of stress in the interactive effect of power and stability on risk taking
Power DynamicsLeadership
The current investigation explores how power and stability within a social hierarchy interact to affect risk taking. Building on a diverse, interdisciplinary body of research, including work on non...
1 January 2011
Academic publications
Article
Regulatory focus theory: Disentangling goals and strategies
PsychologyStrategy
The purpose of this research was to develop and test the Regulatory Goals and Strategies Questionnaire (RGSQ) to promote conceptual and empirical clarity in the literature on regulatory focus theor...
2 January 2023
Article
Reaching the top but not feeling on top of the world: Examining women’s internalized power threats
Diversity and Equity and InclusionSustainability
More and more women are breaking the glass ceiling to obtain positions of power. Yet with this rise, some women experience threats to their power. Here we focus on women’s perceived threats to the ...
15 December 2022
Case Study
Cyna Pharma: Reaping the rewards of perseverance (B)
EntrepreneurshipLeadershipFinance
The B case describes the events – including the offers and the negotiation – leading up to Sundown’s acquisition of Cyna for US$40.50 per share in cash or US$624 million (approximately C$841 millio...
28 January 2022
Case Study
Cyna Pharma: Reaping the rewards of perseverance (A)
EntrepreneurshipLeadershipFinance
The A case tells the story of Anthony Giovinazzo’s entrepreneurial journey with Cyna Pharma, which he built from the ground up. Cyna Pharma was a Canada-based specialty pharmaceutical company that ...
26 January 2022
Article
Contextualizing the impostor “syndrome”
PsychologyLeadershipDiversity and Equity and InclusionSustainability
The impostor “syndrome” refers to the notion that some individuals feel as if they ended up in esteemed roles and positions not because of their competencies, but because of some oversight or strok...
13 November 2020
Case Study
Leading the digital transformation at Novartis: The role of the CDO (A)
Strategy
In 2018, Novartis set the ambition to become a leading medicines company powered by data and digital technologies. To realize this goal, the newly appointed Chief Executive Officer (CEO), Vasant Na...
27 August 2020
Case Study
Leading the digital transformation at Novartis: The role of the CDO (B)
Strategy
As CDO, Bertrand Bodson needed to get Novartis digitally ready so that it could realize its goal of becoming a leading medicines company powered by data and digital technologies. He had set strateg...
27 August 2020
Case Study
Leading the digital transformation at Novartis: The role of the CDO (C)
Strategy
This final case in a three-part case series follows the progress, challenges and achievements of Bertrand Bodson and his digital team one year into his tenure as CDO at Novartis. Bodson’s future ou...
27 August 2020
Article
The dark side of relational leadership: Positive and negative reciprocity as fundamental drivers of follower’s intended pro-leader and pro-self unethical behavior
PsychologyEthics
In this study, we use a social exchange perspective to examine when [i.e., high- vs. low-quality leader–member exchange (LMX)], why (i.e., positive vs. negative reciprocity), and how (i.e., pro-lea...
10 July 2020
Article
Antecedents of leaders' power sharing: The roles of power instability and distrust
LeadershipPower Dynamics
Although previous research has identified various beneficial consequences of power sharing, less research has examined antecedents of leaders’ power sharing. To address this gap, across five studie...
1 March 2020
Article
Constraining temptation: How specific and general rules mitigate the effect of personal gain on unethical behavior
EthicsRegulation
Rules are often installed in order to constrain unethical behavior. Rules can be framed either in specific (“Don’t accepts gifts from clients.”) or general terms (“Don’t engage in conflicts of inte...
1 January 2020
Case Study
Performance development at GE: Shaping a fit-for-purpose performance management system (B)
AgilityTalent Management
In 2013, GE implemented the FastWorks program, an initiative that utilized tools and methods adapted from start-up methodologies to make the company more customer centric, lean and agile. With the ...
5 October 2018
Case Study
Performance development at GE: Shaping a fit-for-purpose performance management system (C)
AgilityTalent Management
In 2013, GE implemented the FastWorks program, an initiative that utilized tools and methods adapted from start-up methodologies to make the company more customer centric, lean and agile. With the ...
5 October 2018
Performance development at GE: Shaping a fit-for-purpose performance management system (A)
Case Study
Performance development at GE: Shaping a fit-for-purpose performance management system (A)
AgilityTalent Management
In 2013, GE implemented the FastWorks program, an initiative that utilized tools and methods adapted from start-up methodologies to make the company more customer centric, lean and agile. With the ...
5 October 2018
Case Study
A case study of two leaders at Burberry: Synergy or separation?
LeadershipAgility
This case explores the background and leadership styles of two of Burberry’s leaders - Angela Ahrendts, CEO of Burberry from 2006-2014, who was instrumental in bringing a clearer strategic focus to...
31 May 2018
Article
The evil eye: Eye gaze and competitiveness in social decision making
LeadershipOrganizational BehaviorCompetitivenessPsychology
We demonstrate that a person's eye gaze and his/her competitiveness are closely intertwined in social decision making. In an exploratory examination of this relationship, Study 1 uses field data fr...
18 October 2017
Article
The hazard of teetering at the top and being tied to the bottom: The interactive relationship of power, stability, and social dominance orientation with work stress
LeadershipPower Dynamics
This study examines the roles of power, stability, and social dominance orientation (SDO) for work stress. Initial laboratory research has demonstrated that power and the stability of one's power p...
1 October 2017
Article
Reaching the top and avoiding the bottom: How ranking motivates unethical intentions and behavior
Ethics
Across six studies we explore when, why, and how an individual’s rank position affects their unethical intentions and behavior. We first demonstrate that competing to attain top ranks leads to more...
1 November 2016
Article
Data from a pre-publication independent replication initiative examining ten moral judgement effects
EthicsPsychologyDecision Making
We present the data from a crowdsourced project seeking to replicate findings in independent laboratories before (rather than after) they are published. In this Pre-Publication Independent Replicat...
11 October 2016
Article
Forgive them for I have sinned: The relationship between guilt and forgiveness of others' transgressions [Corrigendum]
Psychology
We propose that guilt leads to forgiveness of others’ transgressions. In Study 1, people prone to experience guilt (but not shame) were also prone to forgive others for past misdeeds. In Study 2, w...
1 January 2015
Insight for Executives
The future of power, with Professor Jennifer Jordan
Article
The future of power, with Professor Jennifer Jordan
CommunicationDigitalInfluenceSocial Media
In Episode 16 of ManagementCast, Jennifer Jordan discusses the future of influence and what to expect from the next generation of power brokers
27 October 2022
The problem with power, IMD professor Jennifer Jordan
Article
The problem with power, IMD professor Jennifer Jordan
LeadershipGeneral ManagementPower Dynamics
IMD Professor Jennifer Jordan describes the problems and pitfalls of power; and how the modern executive can avoid them
13 October 2022
Building your power base, with IMD Professor Jennifer Jordan
Article
Building your power base, with IMD Professor Jennifer Jordan
LeadershipPower DynamicsBoard
In Episode 14 of ManagementCast, Jennifer Jordan tells listeners how they conduct a "power audit" in their own workplaces.
29 September 2022
In pursuit of power, with IMD Professor Jennifer Jordan
Article
In pursuit of power, with IMD Professor Jennifer Jordan
LeadershipStrategyPower DynamicsPsychology
In Episode 13 of ManagementCast, IMD Professor Jennifer Jordan discusses the "unspoken currency" that is power.
16 September 2022
How to get a pay rise – and how to avoid giving one
Article
How to get a pay rise – and how to avoid giving one
Human ResourcesTalent ManagementNegotiation
As inflation skyrockets, companies are being besieged with pay rise demands. What’s the best way to secure one, and how can managers resist pressure to bump up salaries?  
31 August 2022
Article
Using emojis to connect with your team
LeadershipDigital
Leaders have often relied on physical cues, such as facial expressions and body language, to gauge and communicate emotions or intent. But doing so is more difficult in the remote workplace, where ...
30 May 2022
Article
How shadow boards bridge generational divides
SustainabilityBoard
A shadow board is a group of young, nonexecutive employees tapped to work with the executive board on strategic initiatives. It’s designed to introduce a company’s (typically middle-aged) leadershi...
8 March 2022
Designing hybrid models that boost company performance
Article
Designing hybrid models that boost company performance
Human ResourcesTechnology ManagementGeneral ManagementDiversity and Equity and Inclusion
It has been nearly two years since the first wave of COVID-19 forced organizations worldwide to rethink working practices and shift rapidly to homeworking. Yet as Omicron fears halt the reopening o...
21 January 2022
Article
Finding the right balance - and flexibility - in your leadership style
LeadershipPsychology
It’s an outdated idea that a leader should adopt a fixed leadership style that’s agnostic to the specific context in which he or she is operating. A single approach to leadership is not going to me...
11 January 2022
Article
Your employees are your best defense against cyberattacks
PsychologyDigital
Most cyberattacks target people, not systems. In fact, the vast majority of attacks can be traced back to human failures. So, when you’re thinking about your company’s cybersecurity, you should rea...
30 August 2021
When managing change in the virtual world, less is definitely more
Article
When managing change in the virtual world, less is definitely more
Change ManagementLeadership
It’s always been tough for CEOs to drive through new ways of working, and the virtual office has added to the challenge. But there are solutions.
5 August 2021
Article
Escape shackles of a fixed mindset to fuel growth
LeadershipPsychology
The way leaders frame their challenges influences the way they think, feel, take action and interact with others. Those with fixed mindsets tend to believe that intelligence and ability are fixed a...
7 July 2021
The future of work revolves around not WFH or salary, but purpose
Article
The future of work revolves around not WFH or salary, but purpose
StrategyTalent ManagementCulture
Prospective workers will prioritize purpose - whether this means status, pride or meaning derived from work - in the post-COVID world
1 April 2021
How to contextualize the impostor syndrome and minimize its impact
Article
How to contextualize the impostor syndrome and minimize its impact
Diversity and Equity and Inclusion Psychology
Instead of framing the insecurities of individuals belonging to marginalized groups solely as a
8 March 2021
Article
If you get on with your boss you’re more likely to lie for them – new research
EthicsLeadership
We generally believe that it is a good thing to have strong relationships with the people we work for and those we manage. But good relationships at work can also lead to unethical behaviour. In a ...
14 October 2020
Second that emotion – building emotional resilience
Video
Second that emotion – building emotional resilience
Emotion Management Leadership Mindfulness
How working effectively with emotions in challenging times presents the opportunity to build up your resilience and become a better leader.
25 May 2020
Managing your energy: four dimensions
Video
Managing your energy: four dimensions
Leadership Mindfulness
Understanding how to manage your energy from a leadership perspective.
11 May 2020
Article
Lessons in agility from a dancer turned professor
AgilityLeadership
“Agility” has become a hugely popular management buzzword. But what does it really mean? My first introduction to the concept came long before I studied management, let alone talked about it with e...
6 April 2020
Leading virtual teams in times of disruption
Article
Leading virtual teams in times of disruption
Digital Leadership Technology Management
Four ways to tackle both task and team spirit effectively
19 March 2020
Article
Every leader needs to navigate these 7 tensions
LeadershipPower Dynamics
In surveys and interviews with hundreds of leaders worldwide, we uncovered seven core tensions between the traditional and emerging leadership approaches. Those tensions create significant stress f...
20 February 2020