![](/imager/authors/174078/Federsen_Tim_19_0054_6414df190871d58a4265825d085e0c7e.jpg 768w, /imager/authors/174078/Federsen_Tim_19_0054_0817da926e30e48dddfab2f05a975330.jpg 640w, /imager/authors/174078/Federsen_Tim_19_0054_9394764fb4f73fe3beb2bd4d1a5b0220.jpg 320w, /imager/authors/174078/Federsen_Tim_19_0054_25f28aeafffe520b4c50d2c12c12ee22.jpg 25w)
Timothy Feddersen
Wendell Hobbs Professor of Managerial Politics; Professor of Managerial Economics & Decision Sciences; Chair of Personnel Committee
What Strong Crisis Leadership Looks Like during the Pandemic
COVID-19 is providing a crash course in crisis management. Leaders who display empathy, transparency, and aspiration will stand out.
Researchers: Timothy Feddersen
April 2, 2020
The Downside of Transparent Decision Making
Why you’ll get a better recommendation from a committee that deliberates behind closed doors.
Researchers: Ronen Gradwohl and Timothy Feddersen
January 4, 2018
Rationalization in Decision Making
Why we don’t always choose our favorite option
Researchers: Vadim Cherepanov, Timothy Feddersen and Alvaro Sandroni
July 1, 2009
Majority Rules
Group design influences the information that members share, says David Austen-Smith, who is identifying incentives to speak the truth
Researchers: David Austen-Smith and Timothy Feddersen
April 18, 2007
Judging the Jury Vote
Explaining the pitfalls of total agreement
Researchers: Timothy Feddersen and Wolfgang Pesendorfer
April 7, 2007