Core faculty

Morela Hernandez

Professor of Public Policy

Morela Hernandez is a professor of public policy at the University of Michigan's Gerald R. Ford School of Public Policy. She will also hold a collegiate chair and an appointment at U-M's Ross School of Business. Hernandez is an organizational psychologist doing important work at the intersection of leadership and diversity. She is an internationally recognized scholar with deep expertise in applying behavioral science insights to design and improve organizational systems and decision-making practices. 

Hernandez is widely published in a number of top-tier academic journals, including Academy of Management Review, Journal of Applied Psychology, Personnel Psychology, and Psychological Science. Her work has also appeared in media outlets such as Time magazine, the New York Times, MIT Sloan Management Review, and The Washington Post, as well as featured on National Public Radio. She is on a number of editorial boards including Academy of Management Journal and Journal of Applied Psychology, and serves as associate editor for Academy of Management Review. Most recently, Hernandez was the Donald and Lauren Morel Associate Professor of Business Administration at the University of Virginia Darden School of Business. 

At the Ford School, Hernandez will teach courses on leadership and diversity, and become the faculty director of the school's Leadership Initiative. She has worked as a leadership development coach for senior-level executives and consults with a number of government agencies, social profit organizations, and global companies on topics related to diversity and inclusion as well as large-scale organizational change. Hernandez received her PhD from the Fuqua School of Business at Duke University.

Educational Background

  • BA, Rice University
  • PhD, Fuqua School of Business

Current Research

Stewardship, Leadership, Ethics, Intergenerational Behavior, Workforce Diversity

Recent Publications

  • Hernandez, M., Avery, D. R., Volpone, S. & Kaiser, C. R. (forthcoming). Bargaining while Black: The role of race in salary negotiations. Journal of Applied Psychology.
  • Khattab J., van Knippenberg, D., Nederveen Pieterse A., & Hernandez, M. (forthcoming). A network utilization perspective on the leadership advancement of minorities. Academy of Management Review.
  • Klotz, L., Weber, E., Johnson, E., Shealy, T., Hernandez, M., & Gordon, B. (forthcoming). Review: Beyond rationality in engineering design for sustainability. Nature Sustainability.
  • Hernandez, M. & Guarana, C. L. (2018). An examination of the temporal intricacies of job engagement. Journal of Management, 44, 1711-1735.
  • Noval, L. & Hernandez, M. (2017). The unwitting accomplice: How organizations enable motivated reasoning and self-serving behavior. Journal of Business Ethics. In press.
  • Guarana, C. L., Li, J., & Hernandez, M. (2017). Examining the effects of leader-follower gender match on managerial response to voice. Journal of Experimental Social Psychology, 72, 147-160.
  • Guarana, C. L. & Hernandez, M. (2016). Identified ambivalence: When cognitive conflicts can help individuals overcome cognitive traps. Journal of Applied Psychology, 101(7), 1013-1029.
  • Hernandez, M., Avery, D. R., Tonidandel, S., Hebl, M. R., Smith, A. N. & McKay, P. F. (2016). The role of proximal social contexts: Assessing stigma-by-association effects on leader appraisals. Journal of Applied Psychology,101(1), 68-85.
  • Guarana, C. L. & Hernandez, M. (2015). Building sense out of situational complexity: The role of ambivalence in creating functional leadership processes. Organizational Psychology Review, 5(1), 50-73.
  • Liu, D., Hernandez, M., & Wang, L. (2014). The role of leadership and trust in creating structural patterns of procedural justice: A social network investigation. Personnel Psychology, 67(4), 801-845.
  • Hernandez, M., Long, C. P. & Sitkin, S. B. (2014). Cultivating follower trust: Are all leader behaviors equally influential? Organization Studies, 35, 1867-1892.
  • Eberly, M. B., Johnson, M. D., Hernandez, M. & Avolio, B. J. (2013). An integrative process model of leadership: Examining loci, mechanisms and event cycles. American Psychologist, 68(6), 427-443.
  • Avery, D. R., Volpone, S. D., Stewart, R. W., Luksyte, A., Hernandez, M., McKay, P. F., & Hebl, M. R. (2013) Examining the draw of diversity: How diversity climate perceptions affect job pursuit intentions. Human Resource Management, 52(2), 175-194.
  • Hernandez, M. (2012). Toward an understanding of the psychology of stewardship. Academy of Management Review, 37(2), 172-193.
  • Wade-Benzoni, K. A, Tost, L. P., Hernandez, M. & Larrick, R. P. (2012). It's only a matter of time: Death, legacies, and intergenerational decisions. Psychological Science, 23(7), 704-709.
  • Hernandez, M., Eberly, M. B., Avolio, B. J. & Johnson, M. D. (2011). The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory. The Leadership Quarterly, 22,1165-1185.
  • Wade-Benzoni, K.A, Hernandez, M., Medvec, V., & Messick, D. (2008). In fairness to future generations: The role of egocentrism, uncertainty, power, and stewardship in judgments of intergenerational allocations. Journal of Experimental Social Psychology, 44, 233-245 .
  • Hernandez, M. (2008). Promoting stewardship behavior in organizations: A leadership model. Journal of Business Ethics, 80(1), 121-128.
  • McKay, P. F., Avery, D. R., Tonidandel, S., Morris, M., Hernandez, M., & Hebl, M. R. (2007). Racial differences in employee retention: Are diversity climate perceptions the key? Personnel Psychology, 60,35-62.
  • Avery, D. R., Hernandez, M., & Hebl, M. R. (2004). Who's watching the race? Racial salience in recruitment advertising. Journal of Applied Social Psychology, 34(1), 146-161