Kathleen L. McGinn

Cahners-Rabb Professor of Business Administration

Kathleen L. McGinn is the Cahners-Rabb Professor of Business Administration at Harvard Business School. Professor McGinn studies the role of gender at work, at home, and in negotiations. Her current field research investigates these issues internationally—in families across 34 countries, in organizations and communities in Mexico and India, among women “firsts” and female professionals in North America, and in relation to health and welfare outcomes for young women in Zambia. She previously served as Harvard Business School’s Senior Associate Dean for Faculty Development, Director of Research, and Chair of Doctoral Programs.

Professor McGinn advises organizations in the areas of negotiation, gender and employment relations. She chairs the board for CFK Inc. (US & Kenya) and is a member of the board for WAVE (US & Nigeria). Before coming to Harvard, Professor McGinn taught at Cornell University’s Johnson School and Northwestern University’s Kellogg Graduate School of Management, where she received her Ph.D. Prior to her academic career, Professor McGinn was a director of labor relations in the public sector. When her daughter left for college, Professor McGinn and her husband moved to a long-abandoned farm and are (forever) in the process of bringing it to some semblance of its prior self.

  1. An outside-inside evolution in gender and work in a professional services firm

    by Kathleen L. McGinn

    With Deborah Kolb & Lakshmi Ramajaran

    We study the processes by which a professional services firm reshaped its activities and beliefs over nearly two decades as it adapted to changes in the gender composition of its workforce and shifts in the social narrative regarding gender. Internal archival data and external representations of gender from the business press over two decades reveal that the firm internalized the broader social narrative through alternating phases of analysis and action punctuated by evolving beliefs about gender and work. We offer an internalization model of organizational adaptation to shifting social narratives.

  2. Information and relationships: Measuring the impact of information and relational skills on girls' health and social outcomes in Zambia

    by Kathleen L. McGinn

    With Nava Ashraf & Corinne Low

    Accurate information is necessary for making good decisions, but information held by one party may not be sufficient when decisions are made interdependently with other parties.  In Zambia, girls' decisions around school attendance are made interdependently with family members and other parties potentially more powerful than the girls themselves, and girls' decisions around sexual behavior are made interdependently with intimate partners and peers.  These decisions have serious, measurable impact on the girls' health and welfare.  We are carrying out a randomized controlled experiment among 8th grade girls in Lusaka, Zambia, testing the efficacy of information alone relative to information with relational skills training (and control treatment) in affecting girls' school attendance and health outcomes.

  3. The construction of self, profession & gender through transitions

    by Kathleen L. McGinn

    With Beth Humberd, Rachel Arnett & Judy Clair

    We study the developmental transitions experienced by women leaders in the private and public sectors, exploring the role that gender, family & profession play in identity construction over a career. Our findings are based on the women's career histories as conveyed through extensive interviews. Women vary in the degre to which they understand transitions as a seiries of "struggles to overcome" vs. "triumphs along the way." Women leaders' definitions of successful transitions also vary. Some women define transition success solely by the impact on their career - all transitions are viewed as stepping stones to professional success. For others, personal and professional transitions and successes are interwoven, sometimes sequentially and sometimes simultaneously. Across examples, relationships are pivotal in successful transitions.