CURRICULUM VITAE

Claus W. Langfred

School of Management, George Mason University

Enterprise Hall

4400 University Drive, MS 5F5

Fairfax, VA 22030

Telephone: 703-993-9662, E-mail:

ACADEMIC POSITIONS

2007 - present School of Management, George Mason University.

Associate Professor of Organizational Behavior.

2004 - 2007 John M. Olin School of Business, Washington University in St. Louis. Associate Professor of Organizational Behavior.

2004 - 2005 John M. Olin School of Business, Washington University in St. Louis. Marcile and James Reid Chair

2000 - 2004 John M. Olin School of Business, Washington University in St. Louis. Assistant Professor of Organizational Behavior.

1998 - 2000 John M. Olin School of Business, Washington University in St. Louis. Visiting Assistant Professor of Organizational Behavior.

EDUCATION

Ph.D. in Organization Behavior, J.L. Kellogg Graduate School of Management, Northwestern University, 1998.

M.S. in Organization Behavior, J.L. Kellogg Graduate School of Management, Northwestern University, 1995.

B.S. in Business Administration (summa cum laude), John M. Olin School of Business, Washington University in St. Louis, 1993.

Lieutenant's Commission, Infantry Combat School, Royal Danish Army, 1989.

REFEREED JOURNAL PUBLICATIONS

Langfred, C.W. (2007) The downside of self-management: A longitudinal study of the effects of conflict on trust, autonomy and task interdependence in self-managing teams. Academy of Management Journal, 50(4): 885-900.

Langfred, C.W. (2005). Autonomy and performance in teams: The multi-level moderating effect of task interdependence. Journal of Management, 31(4): 513-529.

Moye, N.A. and Langfred, C.W. (2005). Information sharing and group conflict: Going beyond decision making to understand the effects of information sharing on group performance. International Journal of Conflict Management, 15(4): 381-410.

Langfred, C.W. (2004). Too much of a good thing? The negative effects of high trust and autonomy in self-managing teams. Academy of Management Journal. 47(3): 385-399.

Langfred, C.W. and Moye, N.A. (2004). Effects of task autonomy on performance: An extended model considering motivational, informational and structural mechanisms. Journal of Applied Psychology, 89(6): 934–945.

Langfred, C.W. (2000). The paradox of self-management: Individual and group autonomy in work groups. Journal of Organizational Behavior, 21: 563-585.

Langfred, C.W. (2000). Work group design and autonomy: A field study of the interaction between task interdependence and group autonomy. Small Group Research, 31(1): 54-70.

Langfred, C.W. (1998). Is cohesiveness a double-edged sword? An investigation of the effects of group cohesiveness on performance. Small Group Research, 29(1): 124-143.

Shanley, M. T. and Langfred, C.W. (1998). The importance of organizational context, II: An empirical test of work group cohesiveness and effectiveness in two government bureaucracies. Public Administration Quarterly, 21(4): 465-485.

Langfred, C.W. and Shanley, M. T. (1997). The importance of organizational context, I: A conceptual model of cohesiveness and effectiveness in work groups. Public Administration Quarterly, 21(3): 349-369.

CHAPTERS AND OTHER PUBLICATIONS

Langfred, C.W. (2008). The autonomy trap: A cognitive perspective on the negative effects of individual autonomy. Best Paper Proceedings of the Academy of Management Annual Meeting.

Langfred, C.W. (2007). Conflict and autonomy in teams: Integration and new directions. In K. Behfar L. and Thompson (Eds.), Conflict in Organizational Teams: New Directions in Theory and Practice. Evanston, IL: Northwestern University Press.

Morse, G. and Langfred, C.W. (2005). Trust but verify. Harvard Business Review, May.

Langfred, C.W. (2003). Groups and their properties. In J. Rabin (Ed.), Encyclopedia of Public Administration and Public Policy. New York: Marcel Dekker: 571-575.

Langfred, C.W. and Shanley, M.T. (2001). Small group research: Autonomous teams and progress on issues of context and levels of analysis. In R. Golembiewski (Ed.), Handbook of Organizational Behavior, Vol. II. New York: Marcel Dekker: 81-111.

CONFERENCE PRESENTATIONS

Langfred, C.W. (2008). The trust paradox: The self-destructive relationship between trust and autonomy in self-managing teams. Paper to be presented at the Academy of Management Annual Meeting in Los Angeles/Anaheim.

Langfred, C.W. (2008). The autonomy trap: A cognitive perspective on the negative effects of individual autonomy. Paper to be presented at the Academy of Management Annual Meeting in Los Angeles/Anaheim.

Langfred, C.W. (2006). The downside of being a flexible and adaptive team: A longitudinal study of the effects of conflict on trust, autonomy and task interdependence in self-managing teams. Paper presented at the Academy of Management Annual Meeting in Atlanta.

Moye, N.A and Langfred, C.W. (2005). A longitudinal view of how conflict, information sharing, and team creative processes unfold. Paper presented at the Academy of Management Annual Meeting in Honolulu.

Moye, N.A., Gilson, L.L., and Langfred, C.W. (2005). The influence of conflict on creativity-relevant intragroup processes over time. Paper presented at the International Association for Conflict Management Annual Conference, Seville.

Langfred, C.W. (2004). Balancing individual-level and team-level autonomy in team design. Paper presented at the Academy of Management Annual Meeting in New Orleans.

Langfred, C.W. and Smith, J. (2004). Changing horses in midstream: A cognitive perspective of the negative effects of individual choice. Paper presented at the Academy of Management Annual Meeting in New Orleans.

Langfred, C.W. and Moye (2004). Too smart for the team's good? Exploring the effects of individual and aggregate general mental ability on intra-team conflict and trust. Paper presented at the International Association for Conflict Management Annual Conference, Pittsburgh.

Langfred, C.W. (2003) Too much of a good thing? The negative effects of high trust and autonomy in self-managing teams. Paper presented at the Academy of Management Annual Meeting in Seattle.

Moye, N.A and Langfred, C.W. (2003). Information sharing and group conflict: Going beyond decision making to understand the effects of information sharing on group performance. Paper presented at the International Association for Conflict Management Annual Conference, Melbourne.

Langfred, C.W. (2000). Answering a fifty-year question: A field study of the moderated relationship between group cohesiveness and productivity. Paper presented at the Academy of Management Annual Meeting, Toronto.

Langfred, C.W. (1999). Work group design and autonomy: A field study of the interaction between task interdependence and group autonomy. Paper presented at the Academy of Management Annual Meeting, Chicago.

Langfred, C.W. (1997). Is cohesiveness a double-edged sword? An investigation of the effects of group cohesiveness on performance. Paper presented at the Academy of Management Annual Meeting, Boston.

Langfred, C.W. and Shanley, M.T. (1997). Reputation building and rose bowls: Managing investments in generalized reputation. Paper presented at the Academy of Management Annual Meeting, Boston.

Langfred, C.W. (1996). Autonomy and effectiveness: A study of work groups in two government bureaucracies. Paper presented at the Academy of Management Annual Meeting, Cincinnati. (Paper selected for Conference Proceedings).

Langfred, C.W. and Shanley, M. (1996). Cohesiveness and effectiveness: Work groups under different bureaucratic contexts. Paper presented at the Academy of Management Annual Meeting, Cincinnati.

INVITED PRESENTATIONS

Langfred, C.W. (2006). Common and uncommon sense in team design. Keynote address at the 10th International Workshop on Teamworking, 2006. (Groningen University, Netherlands).

Langfred, C.W. (2005). Autonomy and conflict in teams: An integration of research streams. Presented at the Kellogg Graduate School of Management 2005 KTAG Conflict in Teams conference. (Northwestern University).

Langfred, C.W. (2004). Autonomy and performance in teams: Exploring individual- and group-level effects and interactions. Presented at the Marshall School of Business speaker series. (University of Southern California).

WORK IN PROGRESS

Langfred, C.W. The trust paradox: The recursive and destructive effects of trust and autonomy on team process and performance

Langfred, C., Rockmann, K., Cronin, M. & Marks, M. The jerk, the slacker and the bonehead: A model of team response to difficult team members.

Langfred, C.W. The “Autonomy Trap”: A cognitive perspective on the negative effects of individual autonomy on performance.

Moye, N.A. and Langfred, C.W. Does conflict help or hinder creativity in teams: An examination of conflict’s effects on creative processes and creative outcomes.

Moye, N.A. and Langfred, C.W. From upside to downside: The changes in the relationship between information sharing and group conflict

TEACHING EXPERIENCE AND EVALUATIONS

Teamwork and Interpersonal Skills (elective undergraduate BSBA)

School of Management, George Mason University – taught 4 times

Mean Overall teaching: 4.7/5.0 Mean Overall class: 4.4/5.0

Median Overall teaching: 5.0/5.0 Median Overall class: 4.7/5.0

Interpersonal Dynamics and Teamwork (required graduate TECM)

School of Management, George Mason University – taught 2 times

Mean Overall teaching: 5.0/5.0 Mean Overall class: 4.8/5.0

Median Overall teaching: 5.0/5.0 Median Overall class: 5.0/5.0

Management of Consulting and Technical Professionals (graduate TECM)

School of Management, George Mason University – taught 2 times

Mean Overall teaching: 4.7/5.0 Mean Overall class: 4.7/5.0

Median Overall teaching: 5.0/5.0 Median Overall class: 5.0/5.0

Organizational Behavior (required BSBA)

Olin School of Business, Washington University – taught 4 times

Overall teaching: 9.5/10.0 Overall learning: 9.0/10.0

Organizational Behavior and Design (required full-time MBA)

Olin School of Business, Washington University – taught 10 times

Overall teaching: 8.6/10.0 Overall learning: 8.4/10.0

Learning to Lead (elective full-time MBA, part-time MBA)

Olin School of Business, Washington University – taught 4 times

Overall teaching: 9.1/10.0 Overall learning: 9.1/10.0

Negotiations (elective undergraduate BSBA)

Olin School of Business, Washington University – taught 8 times

Overall teaching: 10.0/10.0 Overall learning: 10.0/10.0

Negotiations (elective full-time MBA, part-time MBA)

Kellogg Graduate School of Mngt, Northwestern University – taught 3 times

Instructor overall: 5.6/7.0 Class overall: 5.7/7.0

TEACHING AWARDS

2004-2005 Marcile and James Reid Chair (in recognition of consistently outstanding teaching contribution at the Olin School of Business)

2001-2002 Business School Professor of the Year (annual university-level award given to one professor from each school within Washington University)

1995-1996 and 1997-1998 Doctoral Teaching Award (award given to doctoral students with MBA teaching ratings above 6.0 out of 7.0 at the Kellogg Graduate School of Management)

TEACHING CASES WRITTEN

"Gary Barnett: The Road to Pasadena" - 23-page OB/leadership case

"Nuclear" - 30-page multiparty negotiation exercise

"How to Respond to Unfair Tactics or 'Dirty Tricks' in Negotiations" - 10-page negotiations packet

OTHER TEACHING AND UNIVERSITY ACTIVITIES

Co-teaching of Ph.D. seminar in Organizational Behavior and Research Methods in Fall 2002, 2003 and 2004.

Organized OB Speaker Series for 2003-04, and co-organized in 2005-06.

Organization of and participation in MBA Orientation Week activities in 2001, 2002, 2003 and 2004.

Served on Dissertation Committee of Baorong Guo (from 2003 - 2005).

Taught sessions on team effectiveness and negotiation skills at the Washington University Medical School (Occupational Therapy Program).

Faculty sponsor (and occasional instructor) for Washington University Kendo Club.

Served on various committees, including: MBA Core Coordinating, MBA Curriculum, BSBA Curriculum, Disciplinary, Selection Committee for Dean’s Scholarship

Olin School of Business ombudsman 2006-2007

PROFESSIONAL ACTIVITIES

Member of: Academy of Management

International Association for Conflict Management

Editorial Board: Journal of Organizational Behavior

Reviewer for: Academy of Management Journal

Administrative Science Quarterly

International Journal of Conflict Management

Journal of Managerial Studies

Organizational Behavior and Human Decision Processes

Strategic Management Journal

ADDITIONAL NON-ACADEMIC CITATIONS

Financial Times (May 23, 2005)

London Times (May 12, 2005)

St. Louis Riverfront Times (May 4, 2005)

Student Life (May 2, 2005)

Best Life Magazine (June, 2005)

The Record (Washington University newspaper) – front page (November 4, 2005)