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Dolly Chugh
1. What did she study?
She studies the psychology of “good people” and “good bosses,” with a focus on leadership, bias, and inclusion. Her research explores how individuals and organizations can close the gap between who they are and who they aspire to be.
2. Why is this interesting for a company?
Because companies rely on leaders who can both deliver results and create inclusive, ethical, and motivating environments. Her work helps organizations understand how unconscious biases and leadership practices affect performance, culture, and long-term growth.
3. What did she identify and what is the main result?
She identified that many well-intentioned people and leaders struggle with aligning their values (wanting to be “good”) with their actions. The main result of her research is that by using psychological tools and evidence-based practices, leaders can bridge this gap becoming more effective, inclusive, and impactful bosses.
4. What is her managerial implication?
Managers should see leadership not only as getting things done efficiently and effectively through others, but also as doing so in a way that promotes inclusion, reduces bias, and helps people thrive. She provides actionable tools to help managers grow into the leaders they aspire to be.
5. What is the boundary condition?
Her work assumes leaders and organizations are willing to engage in self-reflection and growth. The impact is limited if individuals or companies deny bias, resist change, or prioritize short-term efficiency over long-term inclusive leadership.
1. What did she study?
She studies the psychology of “good people” and “good bosses,” with a focus on leadership, bias, and inclusion. Her research explores how individuals and organizations can close the gap between who they are and who they aspire to be.
2. Why is this interesting for a company?
Because companies rely on leaders who can both deliver results and create inclusive, ethical, and motivating environments. Her work helps organizations understand how unconscious biases and leadership practices affect performance, culture, and long-term growth.
3. What did she identify and what is the main result?
She identified that many well-intentioned people and leaders struggle with aligning their values (wanting to be “good”) with their actions. The main result of her research is that by using psychological tools and evidence-based practices, leaders can bridge this gap becoming more effective, inclusive, and impactful bosses.
4. What is her managerial implication?
Managers should see leadership not only as getting things done efficiently and effectively through others, but also as doing so in a way that promotes inclusion, reduces bias, and helps people thrive. She provides actionable tools to help managers grow into the leaders they aspire to be.
5. What is the boundary condition?
Her work assumes leaders and organizations are willing to engage in self-reflection and growth. The impact is limited if individuals or companies deny bias, resist change, or prioritize short-term efficiency over long-term inclusive leadership.