Martin Chemers is a social psychologist with interests in leadership and team and organizational effectiveness. Much of his work has addressed how cultural and personality characteristics of leaders and followers affect the intrapersonal and interpersonal processes that give rise to highly motivated and effective teams. Also of interest are factors that influence the leadership effectiveness of "non traditional" leaders such as women and minority group members.
Chemers' current research is focused on psychological factors that affect the success of underrepresented minority students in science and mathematics careers. Working on a grant from the National Institutes of Health, Chemers' research has shown that science inquiry self-efficacy (i.e., confidence in scientific skills and knowledge) and identity as a scientist mediate the effects of various kinds of support programs. Key features that affect efficacy identity are authentic research experiences and high quality mentoring.
- Applied Social Psychology
- Culture and Ethnicity
- Group Processes
- Interpersonal Processes
- Organizational Behavior
- Research Methods, Assessment
- Self and Identity
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- Chemers, M. M. (1997). An integrative theory of leadership. Mahwah, NJ: Lawrence Earlbaum Publishers.
- Ayman, R., Chemers, M. M., & Fiedler, F. E. (1995). The contingency model of leadership effectiveness: Its levels of analysis. Leadership Quarterly, 6(2), 147-168.
- Chemers, M. M., Hu, L., & Garcia, B. (2001). Academic self-efficacy and first-year college student performance and adjustment. Journal of Educational Psychology, 93(1), 55-65.
- Chemers, M. M., & Murphy, S. E. (1995). Leadership for diversity in groups and organizations. In M. M. Chemers, S. Oskamp, and M. A. Costanzo (Eds.), Diversity in Organizations. Newbury Hills, CA: Sage.
Department of Psychology
277 Social Sciences 2
University of California
Santa Cruz, California 95064
- Phone: (831) 459-3227