University of Southern California

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Nathanael Fast
Associate Professor of Management and Organization

USC Marshall School of Business
Los Angeles, CA 90089-0808

Phone: 
213-740-1047
Education: 
Ph.D., Stanford University

Overview

Nathanael Fast studies the factors that facilitate and hinder effective leadership. His research examines the determinants and consequences of power and status in groups and organizations as well as the interpersonal processes that lead people, ideas, and practices to become and stay prominent. He is also interested in the psychological underpinnings of social networks as well as the individual and organizational implications of the adoption of new technologies. His findings have been published in top-tier academic journals and are featured regularly in popular media outlets. He earned his Ph.D. in organizational behavior at Stanford University and has received numerous awards for his teaching and research.

Research

Glaser, V., Fast, N., Derek, H., and Sandy, G., "Institutional Frame Switching: How Institutional Logics Shape Individual Action," in Gehman, J., Lounsbury, M., and Greenwood, R., eds., Research in the Sociology of Organizations 2015.
Rios, K., Fast, N., and Gruenfeld, D. (2015) "Feeling High But Playing Low: Power, Need to Belong, and Submissive Behavior," Personality and Social Psychology Bulletin, 41, 1135-1146.
Anicich, E., Fast, N., Nir, H., and Adam, G. D. (2015) "When the Bases of Social Hierarchy Collide: Power Without Status Drives Interpersonal Conflict," Organization Science.
Fast, N., Burris, E., and Bartel, C. (2014) "Managing to Stay in the Dark: Managerial Self-Efficacy and the Aversoin to Employee Voice," Academy of Management Journal, 57, 1013-1034.
Fast, N., and Joshi, P., "Decision Making at the Top: Benefits and Barriers," in Cheng, J., Tracy, J., and Anderson, C., eds., The Psychology of Social Status 2014.
Joshi, P., and Fast, N. (2013) "I Am My (High-Power) Role: Power as a Determinant of Role Identification," Personality and Social Psychology Bulletin, 39, 898-910.
Joshi, P., and Fast, N. (2013) "Power and Reduced Temporal Discounting," Psychological Science, 24, 432-438.
Cho, Y., and Fast, N. (2012) "Power, Defensive Denigration, and the Assuaging Effect of Gratitude Expression," Journal of Experimental Social Psychology, 48, 778-782.
Fast, N., Halevy, N., and Galinsky, A. D. (2012) "The Destructive Nature of Power Without Status," Journal of Experimental Social Psychology, 48, 391-394.
Fast, N., Sivanathan, N., Mayer, N. D., and Galinsky, A. D. (2012) "Power and Overconfident Decision-Making," Organizational Behavior and Human Decision Processes, 117, 249-260.
Fast, N., and Overbeck, J. R. (2011) "The Curse of Power: Elevated Resource Control Hinders Self-Determination," Academy of Management Best Papers Proceedings.
Fast, N. (2010) "Blame Contagion: The Automatic Transmission of Self-Serving Attributions," Journal of Experimental Social Psychology, 46 (1), 97-106.
Fast, N., and Chen, S. (2009) "When the Boss Feels Inadequate: Power, Incompetence, and Aggression," Psychological Science, 20 (11), 1406-1413.
Fast, N., Heath, C., and George, W. (2009) "Common Ground and Cultural Prominence: How Conversation Reinforces Culture," Psychological Science, 20 (7), 904-911.
Fast, N., Gruenfeld, D. H., Sivanathan, N., and Galinsky, A. D. (2009) "Illusory Control: A Generative Force Behind Power's Far-Reaching Effects," Psychological Science, 20 (4), 502-508.
Morrison, K. R., Fast, N., and Ybarra, O. (2009) "Group Status, Perceptions of Threat, and Support for Social Inequality," Journal of Experimental Social Psychology, 45 (1), 204-210.
Morrison, K. R., and Fast, N. (2007) "Perceived Intergroup Threat and the Status-Dominance Relationship," Academy of Management Best Papers Proceedings.