Dr. Lissa V. Young
Lissa Young is currently an Assistant Professor in the Department of Behavioral Sciences and Leadership, at the United States Military Academy in West Point, New York.
Lissa Young is a 1986 graduate of the United States Military Academy, and a former Army aviator. She flew CH-47D “Chinook” cargo helicopters, and served in aviation units all over the world. During her Army career Lissa served at West Point on the faculty of the Department of Behavioral Sciences and Leadership from 1996-1999. In her capacity as a faculty member, she served as the course director of PL300, the Academy’s core course in organizational leadership.
After leaving the military in 2002, Lissa served as Raytheon Company’s lead sales representative for air traffic control systems in the Middle East. She managed accounts for all of the airports in Bahrain, Qatar, Kuwait, Jordan, Oman and the United Arab Emirates. It was during this time that Lissa served as a leadership development program consultant to Harvard’s John F. Kennedy School of Government at the Center for Public Leadership working directly for David Gergen and Ron Heifetz.
In the Fall of 2007, Lissa was awarded a Presidential Fellowship by Harvard University, and earned her doctorate in May of 2013. Lissa’s research spans three primary areas of interest. In her dissertation research, Lissa investigated the effects of interpersonal stereotyping and prejudice on the dynamics of high performance teams. She conducted her study using the teams competing in the Sandhurst competition, an international military skills competition held at West Point every year. The second aspect of her research is how war has influenced the development and direction of the discipline of Social Psychology in the United States. Specifically, she is interested in how the thought leaders who shaped the discipline were influenced by their experiences conducting research for the nation’s war efforts during the 20th and 21st centuries. And finally, a third and more peripheral aspect of her work is the role of scholars who live in a nation at war. She is interested in how scholars, presumably devoted to the objective pursuit of truth, negotiate requests from the nation for their expertise to aid war efforts. She is examining the bounds of propriety in that delicate relationship.
While at Harvard, Lissa remained involved in leader development consulting. She served on the Harvard’s committee to design and implement a new doctorate in Education Leadership. That doctoral program was approved by Harvard University and matriculated its first class in the Fall of 2010. She also served as a primary team leadership consultant for the school superintendent leadership network in the state of Connecticut from 2007-2010. Lissa, and her research colleagues, have published papers examining the network’s team dynamics and achievements as a result of consultative interventions. Lissa has also served the U.S. Army by piloting curricula that teach deploying soldiers Social Perspective Taking in an effort to improve their ability to understand and communicate with host nationals. These efforts have resulted in publications outlining the effectiveness of the curricula.
Lissa holds a Bachelor of Science in Literature from the United States Military Academy (1986), a Master of Arts in Social Psychology from the University of Kansas (1996), and a Master of Education and a Doctorate in Education Policy, Leadership and Instructional Practice from Harvard University (2009 & 2013 respectively).
In her free time, you can find Lissa either riding her Harley, exploring another country, or conducting research on the history and culture of hip hop poetry.
PL100: General Psychology for Leaders
- Ed.D. Organizational Leadership, Harvard University
- M.Ed. Education Policy, Leadership & Instructional Practice, Harvard University
- M.A. Social Psychology, University of Kansas
- B.S. General Engineering and Comparative Literature United States Military Academy
Gehlbach, H., Young, L. Roan, L., (2012) Teaching social perspective taking: How educators might learn from the Army, Educational Psychology., 32(3), 295-309.
Higgins, M.C., Weiner, J., & Young, L.V. (2012). Implementation teams: A new lever for organizational change., Journal of Organizational Behavior, 33, 366-388.
Higgins, M.C., Young, L.V., Weiner, J., & Wlodarczyk, S. (2010). Leading teams of leaders: What helps team member learning? Phi Delta Kappan, 91(4), 41-45.
“Developing Leaders of Character at the United States Air Force Academy: From First Contact to Commissioning”. Formal Report, 25 April 2005; Prepared for the Assistant Secretary of the Air Force for Manpower and Reserve Affairs (SAF/MR); 1600 Air Force Pentagon, Washington, D.C. 20330-1660. Report of findings and recommendations following a comprehensive organizational/institutional review for ANSER Corporation.
Young, L.V. (2005) “Service and Disservice” in Military Leadership: In Pursuit of Excellence, Fifth Edition, Edited by Robert L. Taylor and William E. Rosenbach. Boulder: Westview Press.
Young, L.V., (2004). "Service and Disservice", Compass: A Journal of Leadership. Center for Public Leadership, John F. Kennedy School of Government, Harvard University. 1(2).
Biernat, M., Crandall, C., Young, L.V., Kobrynowicz, D. & Halpin, S. (1998) "All That You Can Be: Stereotyping of Self and Others in a Military Context", The Journal of Personality and Social Psychology, 75 (2), 301-317.
Young, L.V. (1996). "Duty, Honor, Country: If You're Straight" in It's Our Military, Too: Women and the U.S. Military and Political Economy). Edited by Dr. Judith Hicks Stiehm. Philadelphia: Temple University Press.Presentations.
Dr. Young’s research spans a variety of interests.
- Examining the conditional antecedents of team performance by measuring when and how team diversity enhances team effectiveness.
- Seeking to identify the inflection point at which a team’s interpersonal allophilia level ceases to enhance, and when its interpersonal biases begin to detract from, a team’s performance.
- Outlining specific team designs that will enhance team performance.
- Leverage my work in team performance to inform my research in leadership development and leader effectiveness.
- Investigating how war has influenced the development and direction of the discipline of Social Psychology in the United States. Specifically, how the thought leaders who shaped the discipline were influenced by their experiences conducting research for the nation’s war efforts during the 20th and 21st centuries.
- Investigating the role of scholars who live in a nation at war. How scholars, presumably devoted to the objective pursuit of truth, negotiate requests from the nation for their expertise to aid war efforts. She is examining the bounds of propriety in that delicate relationship.