Stephen Friedman MA Psych

About

Stephen Friedman is an Adjunct Professor of Organizational Studies and a Senior Faculty of Executive Education, at The Schulich School of Business, York University in Toronto.

Stephen teaches and designs live and virtual graduate and undergraduate courses in Organizational Behaviour, Leadership and Management, Human Resources, and Strategic Management. He is always grateful that he gets to work with students just starting out, those who are growing through graduate studies and experienced leaders, managers, and professionals, looking to learn about leadership and organizational behaviour at various stages of their careers.

The 1000s of stories from students, leaders, managers and other professionals help write, teach and learn about creating a world where business is a source of employment, purpose, growth and social good. Stephen believes that work, business and personal development go hand in hand.

Stephen’s own favourite thinking and writing topics are those that build bridges between personal/leadership development, psychology/cognitive science, and business. He teaches and writes about organizational behaviour, complexity science, systems thinking, leadership skills, careers, human resource management, inclusion, mental health, and others.

Recent Posts

Teamwork: Stop Looking for the Root Cause and Move Forward

When a problem disrupts teamwork, do you look for the root cause? You might not want to do that.

Tattling, Negative Gossip, and Other Bad Feedback Techniques

Even though direct feedback can be challenging, it is ultimately the more effective and ethical approach to address workplace issues.

Preventing a Heated Exchange When We Feel Ashamed at Work

What may seem like a chance to advocate for cherished values could be shame teaching us to check our egos. Humanity provides a way to transformative solutions in a heated exchange.

8 Transformative Frames for Deeper Leadership Learning

The deepest leadership learning is less about what leaders learn and more about how. Her are eight frames for doing just that.

Move Aside Authenticity—Leadership Needs Purposefulness

It is certainly popular for leaders to strive for and even claim authenticity. But this call is likely overly simplistic. Authenticity is likely neither possible nor advisable.

The 4 Different Types of Workplace Friendships

Workplace friendships are difficult and more important than ever. This is the case for both employees and organizations. Fortunately, our choices are not best friends or nothing.