Cameron Anderson

Title
Professor of Business
Department
Haas School of Business
Phone
(510) 643-0325
Research Expertise and Interest
emotion, power and politics, negotiation and conflict resolution, groups and teams

In the News

August 31, 2020

Being a selfish jerk doesn’t get you ahead, research finds

The evidence is in: Nice guys and gals don’t finish last, and being a selfish jerk doesn’t get you ahead. That’s the clear conclusion from research that tracked disagreeable people—those with selfish, combative, manipulative personalities—from college or graduate school to where they landed in their careers about 14 years later.
August 13, 2012

Why are people overconfident so often? It’s all about social status

The lure of social status promotes overconfidence, explains Haas School Associate Professor Cameron Anderson. He co-authored a new study, “A Status-Enhancement Account of Overconfidence,” with Sebastien Brion, assistant professor of managing people in organizations, IESE Business School, University of Navarra, Haas School colleagues Don Moore, associate professor of management, and Jessica A. Kennedy, now a post-doctoral fellow at the Wharton School of Business.

In the News

August 31, 2020

Being a selfish jerk doesn’t get you ahead, research finds

The evidence is in: Nice guys and gals don’t finish last, and being a selfish jerk doesn’t get you ahead. That’s the clear conclusion from research that tracked disagreeable people—those with selfish, combative, manipulative personalities—from college or graduate school to where they landed in their careers about 14 years later.
August 13, 2012

Why are people overconfident so often? It’s all about social status

The lure of social status promotes overconfidence, explains Haas School Associate Professor Cameron Anderson. He co-authored a new study, “A Status-Enhancement Account of Overconfidence,” with Sebastien Brion, assistant professor of managing people in organizations, IESE Business School, University of Navarra, Haas School colleagues Don Moore, associate professor of management, and Jessica A. Kennedy, now a post-doctoral fellow at the Wharton School of Business.

Featured in the Media

Please note: The views and opinions expressed in these articles are those of the authors and do not necessarily reflect the official policy or positions of UC Berkeley.
September 8, 2020
Kristen Rogers
Being assertive and developing a thick skin may help in the workplace, but being out for yourself only is not a good strategy for success. People who tend to be hostile, deceptive and manipulative for their own gain, while ignoring others' concerns and welfare, might not attain any greater power in the workplace than people who are both dominant and sociable, according to a study published in the journal Proceedings of the National Academy of Sciences. "When we are presented with someone in power who's a jerk ... it sticks out to us. It's very salient," said the study's lead author, Cameron Anderson, UC Berkeley professor of organizational behavior. "And I think we notice those (people) much more than we do people in power who are nice — those people kind of blend into the background. Examples of people in power who are just awful human beings are more available in people's minds." For more on this, see our press release at Berkeley News.
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