- Programme: PhD in Organisational Behaviour
B. Tech. Biotechnology (VIT University, India); MBA (Indian Institute of Technology Kanpur)
Hemant Kakkar is a fourth year PhD student in Organisational Behaviour at London Business School. His research lies at the intersection of social psychology and organizational behavior. He primarily draws on social psychological and evolutionary theories of status to examine judgements and behaviors of individuals and groups within social hierarchies. His second stream of research examines employees’ tendency to participate in both positive and negative deviant behavior.
In his dissertation, building on theoretical framework of dominance and prestige as two different strategies of attaining and maintaining status, he explores the following three questions:
1. Why are there contradictory findings in the status literature in the punishment of high status actors following ambiguous transgressions
2. Even though dominant leaders may appear socially unappealing, under what circumstances are they preferred over the more amicable prestigious leaders, and finally
3. How and why do leader’s status strategies affect employee’s prosocial behaviors.
Prior to joining LBS, Hemant worked at a technical consultancy for two years and provided business solutions to major organizations globally.
Kakkar, H., & Sivanathan, N. (2017). When the appeal of a dominant leader is greater than a prestige leader. Proceedings of the National Academy of Sciences, 114(26), 6734–6739.
Sivanathan, N., & Kakkar, H. (2017). The unintended consequences of argument dilution in direct- to-consumer drug advertisements. Nature Human Behaviour, 1(11), 797–802.
Kakkar, H., Tangirala, S., Srivastava, N., & Kamdar, D. (2016). The dispositional antecedents of promotive and prohibitive voice. Journal of Applied Psychology, 101(9), 1342–1351.