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Margaret Ormiston

Assistant Professor of Organisational Behaviour

PhD (University of California, Berkeley); BA (University of California)

Dr Margaret Ormiston teaches courses on leadership and leading teams on the MBA, EMBA, MiF, PhD, and Executive Education programmes –as Assistant Professor of Organisational Behaviour – at London Business School.

Her research examines the underlying psychological processes that influence team and organisational performance in small groups as well as top management teams. Her research has been published in academic outlets such as the Academy of Management Journal, the Journal of Applied Psychology, and Personnel Psychology.

Dr Ormiston received her doctorate in Business Administration and Industrial Relations from the University of California at Berkeley. Prior to obtaining her PhD, Dr Ormiston worked as a research analyst at the Center for Effective Organisations at the University of Southern California, and as a research analyst at a litigation consulting firm in Los Angeles.

Men’s facial width-to-height ratio predicts aggression: A meta-analysis

Haselhuhn MP; Ormiston ME; Wong EM

PLoS ONE 2015 e0122637


Negotiating face-to-face: Men’s facial structure predicts negotiation performance

Haselhuhn M P; Wong E M; Ormiston M E; Inesi M E; Galinsky A D

Leadership Quarterly 2014 Vol 25 p 835-845


The gleam of the double-edged sword: The benefits of subgroups for organizational ethics

Ormiston M E; Wong E M

Psychological Science 2012 Vol 23:4 p 400-403


A face only an investor could love: CEO facial structure predicts firm financial performance

Wong E M; Ormiston M E; Haselhuhn M P

Psychological Science 2011 Vol 22:12 p 1478-1483

The effects of top management team integrative complexity and decentralized decision making on corporate social performance

Wong E M; Ormiston M E; Tetlock P E

Academy of Management Journal 2011 Vol 54:6 p 1207-1228


From approach to inhibition: The influence of power on responses to poor-performers

Ferguson A; Ormiston M E; Moon H

Journal of Applied Psychology 2010 Vol 95:2 p 305-320


Beyond self-enhancement: the role of identity motives in similar and diverse groups

Ormiston M E; Wong E M

In Neale M A; Mannix E A (series eds) Phillips K (vol ed), Research on Managing Groups and Teams, Vol 11, Diversity and Groups

Implementing strategic change in a health care system: the importance of leadership and change readiness

Caldwell D; Chatman J; O'Reilly C; Ormiston M E; Lapiz M

Health Care Management Review 2008 Vol 33:2 p 124-133

To be enhanced, understood. distinct, or to belong?

Ormiston M; E M Wong

Research on Managing Groups and Teams 2008 Vol 11 p 167-193


Creative idea generation: Harmony versus stimulation

Nemeth C J; Ormiston M E

European Journal of Social Psycology 2007:37 p 524-535

Leading Teams and Organisations 

Global Leadership Assessment for Managers (MBAs and EMBAs) 

Micro-Organisational Behaviour (MBAs and PhDs) 

Executive education programs: Maersk, Areva, Deutsche Bank, Oman Oil, Prudential

Phi Beta Kappa (1998)

Research Interests

Identity construction in teams, diversity in organisations, motives driving behaviour in teams, and psychological processes within top management teams.