Connect with Frankie
Weinberg's research centers on developing a better understanding of the psychological mechanisms that improve the outcomes of interpersonal relationships at work. His areas of expertise include leadership; team and organizational knowledge sharing; designing, implementing, and analyzing mentoring and coaching programs; maximizing the benefits of workplace diversity; gaining social capital through social networks; improving teamwork processes; and scale development.
Weinberg currently serves as a Board Member of the Southern Management Association. He has advised decision-makers at several organizations around the country, including SPCA, the Council of Chief Judges of the U.S. State Intermediate Courts of Appeal, the leadership teams of capital project/buildings and properties for both Akron General Hospital and the Cleveland Clinic, the New Orleans Police Department, the leadership team of 143-year-old Koch Enterprises. directors of the University of Georgia's 820-member Facilities Management Team, administrators at numerous universities, and board of director members for New Orleans-based Café Reconcile and Café Hope. He also serves as a faculty advisor to Loyola University's Provost.
Check out his website for more information at www.frankieweinberg.com.
Introduces a measure that captures gendered communication style, a multi-dimensional construct with masculine and feminine facets, and tests their capacity to predict both hierarchical and non-hierarchical career outcomes.
Describes gendered communication styles (GCOM) as a form of deep-level diversity that has important organizational implications. Presents a series of taxonomies in which GCOM is considered a social process that manifests as a variety of communicative orientations.
Argues that spirituality at work may best be fostered through a dyadic mentorship. Proposes a concept of spiritual mentoring, which takes an authentic self perspective to spirituality while approaching spiritual development as best served through a co-created, dyadic process.
Explores how formal managers' centralities in both positive and negative networks predict followers' perceptions of their leadership. Incorporates social networks and social ledger theory with implicit leadership theories. Hypothesizes that formally assigned group leaders (managers) who have more positive advice ties and fewer negative avoidance ties are more likely to be recognized as leaders by their followers.
Adds to the small number of mentor-centric studies and offers a unique longitudinal examination of formal mentoring programs. Suggests that as formal mentoring relationships develop over time, mentors begin to use their time more efficiently and the negative effects of cross-gender differences dissipate.