Michelle Ryan
School of Psychology
University of Exeter
Perry Road
Exeter EX4 4QG
United Kingdom
Home Page
Phone: +44 (0)1392 269120
Fax: +44 (0)1392 264623
Michelle Ryan is an Associate Professor at the University of Exeter. She currently holds a five-year Academic Fellowship funded by the Research Council of the UK. She is involved in a number of research projects including (a) the glass cliff (b) a social identity analysis of the individual and the group (with Alex Haslam, Jolanda Jetten, Tom Postmes, Catherine Haslam, & Huw Williams; funded by the ESRC); (c) women and mentoring (with Mette Hersby); (d) the gender wage gap (with Clara Kulich); (e) social identity and surveillance (with Aisling O’Donnell and Jolanda Jetten); (f) the psychological impact of fractured identities (with Thomas Morton); (g) face-ism, gender, and leadership (with Steffen Giessner); and (h) a social identity analysis of sexuality (with Chris Robus). Michelle also teaches in the School of Psychology, with modules on the Psychology of Gender and a masters module on Advances in Social Psychology.
 Books:
- Barreto, M., Ryan, M. K., & Schmitt, M. (Eds). (in press). Barriers to diversity: The glass ceiling in the 21st Century. APA Division 35 Book Series.
Journal Articles:
 Haslam, S. A., Platow, M. J., Turner, J. C., Reynolds, K. J., McGarty, C., Oakes, P. J., Johnson, S., Ryan, M. K., & Veenstra, K. (2001). Social identity and the romance of leadership: The importance of being seen to be "doing it for us." Group Processes and Intergroup Relations, 4, 191-205. [Special Issue on social identity processes in organizations].
- Haslam, S. A., & Ryan, M. K. (2008). The road to the glass cliff: Differences in the perceived suitability of men and women for leadership positions in succeeding and failing organizations. Leadership Quarterly.
- Haslam, S. A., Ryan, M. K., Postmes, T., Jetten, J., & Webley, P. (2006). Sticking to our guns: Social identity as a basis for the maintenance of commitment to faltering organizational projects. Journal of Organizational Behaviour, 27, 607-628.
- Kulich, C., Ryan, M. K., & Haslam, S. A. (2007). Where is the romance for women leaders? The effects of gender on leadership attributions and performance-based pay. Applied Psychology: An International Review, 56, 582-601.
- Morton, T., Haslam, S. A., Postmes, T., & Ryan, M. K. (in press). We value what values us: The appeal of identity-affirming science. Political Psychology.
- Platow, M. J., Byrne, L., & Ryan, M. K. (2005). Experimentally manipulated high in-group status can buffer personal self-esteem against discrimination. European Journal of Social Psychology, 35, 599-608.
- Platow, M. J., Filardo, F., Troselj, L., Grace, D. M., & Ryan, M. K. (2005). Non-instrumental voice and extra-role behaviour. European Journal of Social Psychology, 36, 135-146.
- Reynolds, K. J., Turner, J. C., Haslam, S. A., & Ryan, M. K. (2001). The role of personality and group factors in explaining prejudice. Journal of Experimental Social Psychology, 37, 427-434.
- Ryan, M. K., & David, B. (2003). Gender differences in ways of knowing: The context dependence of the Attitudes Toward Thinking and Learning Survey. Sex Roles, 49, 693-699.
- Ryan, M. K., David, B., & Reynolds, K. J. (2004). Who cares? The effect of gender and context on the self and moral reasoning. Psychology of Women Quarterly, 28, 246-255.
- Ryan, M. K., & Haslam, S. A. (in press). Glass cliffs are not so easily scaled: On the precariousness of female CEOs’ positions. British Journal of Management.
- Ryan, M. K., & Haslam, S. A. (2007). The glass cliff: Exploring the dynamics surrounding women's appointment to precarious leadership positions. Academy of Management Review, 32, 549-572.
- Ryan, M. K., & Haslam, S. A. (2005). The glass cliff: Evidence that women are over-represented in precarious leadership positions. British Journal of Management, 16, 81-90.
- Ryan, M. K., Haslam, S. A., & Postmes, T. (2007). Reactions to the glass cliff: Gender differences in the explanations for the precariousness of women’s leadership positions. Journal of Organizational Change Management, 20, 182-197.
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