We spoke with Assistant Professor of Management Phoenix Van Wagoner about his research on diversity, workplace emotion, and leadership, and explored how these themes intersect with employee well-being and organizational outcomes.

Summary of Academic Interests (Teaching, Research and Service)

Van Wagoner focuses on leadership; human resource management; and diversity, equity, and inclusion (DEI) in the workplace. The overarching goal of Van Wagoner’s research is to understand how leadership, diversity, and mental health emerge and interact at work. He aims to help organizations understand the lived experiences of diverse and marginalized individuals working in fast-paced and often stressful work environments. He has published on topics such as the impact of leadership practices on employee engagement, inclusive workplace design, and strategies for fostering equitable organizational change.

“My interest came from noticing patterns of how workplace culture impacts underrepresented groups,” explains Van Wagoner. “Women, for example, often face subtle forms of exclusion that can increase anxiety and drive turnover. By identifying organizational climates that support diversity genuinely—not just as a checkbox—we can create conditions where more women choose to stay and advance in their careers.”

Among the most intriguing topics that Van Wagoner addresses is so-called managerial Robinhood-ism, situations where managers take matters into their own hands to fix perceived unfairness toward their employees—sometimes bending or breaking organizational rules. “This is often driven by a strong moral identity and a belief that leadership higher up isn’t acting justly. While it can help in the short term, it raises questions about fairness, consistency, and the organization’s ability to address systemic issues,” he explains.

Beyond teaching and research, Van Wagoner contributes extensively to service efforts promoting equity and inclusion within academia and industry. He mentors students from underrepresented backgrounds, facilitates mental health and DEI workshops for organizations, and partners with community stakeholders to translate research findings into practical initiatives that improve workplace culture and accessibility.

Leadership, Mental Health, Emotional Intelligence and More

Bridging Leadership and Mental Health: Van Wagoner’s research examines how leadership behaviors impact employee well-being, particularly in high-pressure and rapidly changing workplaces. He emphasizes that leaders who are attuned to emotional cues can create healthier, more productive environments.

Understanding Diversity Beyond Demographics: His work explores diversity not just as a surface-level demographic characteristic, but in terms of work styles, values and experiences. This perspective helps organizations address subtle barriers to inclusion.

Gig Work and Organizational Belonging: He studies how gig workers experience identity and connection in organizations that rely heavily on contingent labor, offering strategies to help these workers feel more integrated and supported.

Emotion as an Organizational Resource: Van Wagoner underscores that emotions—both positive and negative—are central to team dynamics and decision-making. Harnessing emotional intelligence can improve collaboration and reduce conflict.

“Emotional labor involves managing feelings to meet organizational expectations. We distinguish between deep acting—genuinely feeling the required emotions—and surface acting—faking it,” he explains. “In our research with both students and nurses, we found that genuine expressions foster team support and extra-role behaviors, while surface acting can lead to burnout and higher turnover intentions. It’s about authenticity and how much emotional connection team members feel with one another.”

Linking Research to Practice: He advocates for translating academic findings into leadership training, organizational policy, and team development practices, ensuring research has tangible workplace impact.

“Research can encourage organizations to take a more proactive role in fostering authentic diversity climates, providing emotional support structures, and ensuring fair treatment,” he says. “If leaders address injustices systematically, managers won’t feel compelled to take matters into their own hands, and employees are more likely to feel valued and stay engaged.”