Publications

Generative Large Language Models have emerged as useful tools, reshaping professional workflows. However, their efficacy in inherently complex and human-centric tasks such as leadership and strategic planning remains under-explored. In this interdisciplinary study, we present a novel dataset and compare LLMs and human leaders in the context of work-place action planning, specifically focusing on translating the abstract idea of inclusion into actionable SMART goals. We developed the Leader Success Bot, a script-based chat-bot co-designed with domain experts, to guide more than 250 real-life leaders in generating inclusive workplace action plans. We systematically prompted seven state-of-the-art chat-based LLMs to perform the same task using the socio-demographic data of real-life leaders and instructions co-developed with domain experts. Our publicly released dataset enables direct comparison between human and LLM-generated workplace action plans, offering in-sights into their respective strengths, biases, and limitations. Our findings highlight critical gaps and opportunities for LLMs in leadership applications, fostering interdisciplinary collaboration and NLP applications.

Social Virtual Reality (VR) platforms have surged in popularity in recent years, including among people with disabilities (PWD). Previous research has documented accessibility challenges, harassment, and negative experiences for PWD using disability signifiers in VR, primarily focusing on those with visible disabilities who encounter negative experiences. Yet, little is known about the experiences of people with invisible disabilities in social VR environments, and whether positive experiences are also common. To address these gaps, we designed inclusive avatars (avatars with disability signifiers) and investigated the lived experiences of 26 individuals with both visible and invisible disabilities immersing themselves in social interactions in VRChat for a week. We utilized a mixed methods experience sampling design and multilevel regression to explore the relationships between social interactions of PWD in VR and various psychological outcomes. Our results indicate that PWD, both visible and invisible, experienced positive and negative social interactions in VR. These interactions, in turn, significantly influenced users’ overall experience with inclusive avatars, affecting aspects such as emotional responses, engagement levels, satisfaction with the avatar’s design, and perceptions of inclusion in VR. Qualitative interviews of 18 participants allowed for a more nuanced exploration of the experiences of PWD by giving voice to users who are rarely studied in depth. Findings provided unique insights into both the positive and negative experiences of PWD, as well as identified key design factors influencing user experience in social VR.

The gig economy has expanded beyond platform-based work and is also transforming standard organizations that are accustomed to stable employment arrangements and long-term-oriented HRM practices. The shift towards gig workers and blended teams disrupts standard HR practices due to the short-term, transactional nature of gig work. This research investigates the implications of gig work on HRM practices in standard organizations. Specifically, we 1) examine the trends and perspectives of HR professionals on the use of gig work in standard organizations, 2) investigate whether HR professionals apply standard HRM practices for gig workers, and 3) conduct a longitudinal analysis of HRM perspectives applicable to gig workers before and post-COVID-19 pandemic. To achieve these research objectives, we employ natural language processing techniques to analyze more than 500 YouTube videos of HR professionals offering their opinions about gig work. The findings suggest that despite the widely conceived notion that gig workers are ‘self-managed’, various HRM practices are utilized in the context of gig work.

Bias exists in how we pick leaders, who we perceive as being influential, and who we interact with, not only in society, but in organizational contexts. Drawing from leadership emergence and social influence theories, we investigate potential interventions that support diverse leaders. Using agent-based simulations, we model a collective search process on a fitness landscape. Agents combine individual and social learning, and are represented as a feature vector blending relevant (e.g., individual learning characteristics) and irrelevant (e.g., race or gender) features. Agents use rational principles of learning to estimate feature weights on the basis of performance predictions, which are used to dynamically define social influence in their network. We show how biases arise based on historic privilege, but can be drastically reduced through the use of an intervention (e.g. mentorship). This work provides important insights into the cognitive mechanisms underlying bias construction and deconstruction, while pointing towards real-world interventions to be tested in future empirical work.

Despite increased interest in creating more diverse and inclusive organizational environments, bias exists in how we choose leaders, who we interact with, and who we consider influential. Drawing from leadership emergence theory, we investigate potential interventions that support diverse leaders. Using agent-based simulations, we model a collective search process on a fitness landscape. Agents combine individual and social learning, and are represented as a feature vector blending relevant (e.g., individual learning characteristics) and irrelevant (e.g., race or gender) features. Agents use rational principles of learning to estimate feature weights on the basis of performance predictions, which are used to dynamically define social influence in their network. We show how biases arise based on historic privilege, but can be drastically reduced through the use of an intervention (e.g. mentorship). This framework allows us to test interventions best suited for unlearning bias in favor of performance-relevant traits.