Fredric M. Jablin Doctoral Dissertation Award

The ILA is pleased to partner with the Jepson School of Leadership Studies at the University of Richmond on the Fredric M. Jablin Doctoral Dissertation Award. This award is given annually to a scholar whose doctoral dissertation research, while on any topic and from any discipline, demonstrates substantial insights and implications for the study of leadership.  The award was established to honor and celebrate the life of Dr. Fredric M. Jablin (1952-2004).

The Jepson School of Leadership Studies at the University of Richmond endeavors to further scholarship and educate students and others for and about leadership through curricula, events and programs. The International Leadership Association is the global network for all those who practice, study, and teach leadership. The ILA promotes a deeper understanding of leadership knowledge and practices for the greater good of individuals and communities worldwide.

This year’s winner will receive:

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2017 Winner Fredric M. Jablin Doctoral Dissertation Award

Uzay DuralRead Uzay Dural's Abstract

Congratulations to Uzay Dural, an assistant professor of organizational psychology in Turkey; and winner of the 2017 Fredric M. Jablin Doctoral Dissertation Award for her dissertation Exposure-Induced Malleability of Implicit Prejudice toward Female Leadership: A Quasi-Experiment Following Municipality Elections.

Uzay received her B.S.c. in Psychology from Bogazici University (2007) and Ph.D. in Management from Sabanci University (2016). Her research focuses on female leadership, implicit prejudice at work, employee well-being and caregiving in health organizations. Her dissertation received 2017 Fredric M. Jablin Doctoral Dissertation Award and it was selected as the official finalist of 2017 Alvah H. Chapman Jr. Outstanding Dissertation Award. Her work highlights the perceived leader characteristics and high quality exchange with leader in shaping employees' implicit prejudice toward women in management and provides critical implications for policy makers.

Abstract: Drawing upon dynamic view of leadership, this study examined how implicit prejudice toward female leadership changed following exposure to a female leader at work over time. Three-wave longitudinal data were collected from civil servants of 11 municipalities in Turkey. Participants were from five municipalities with a female mayor for the first time in their history (n = 147) and six municipalities with a male municipality mayor (n = 160). Multiple indicator latent growth modeling analyses revealed a significant moderating effect of high quality exchange with a female mayor, perceived agentic characteristics attributed to a female mayor and men's attribution of higher success to organization in reducing implicit prejudice toward female leadership.
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