Michelle Hammond
Michelle realized she had an interest in making workplaces better in her first job at 15 in an ice cream shop. She noticed that even a few simple changes could make the working experience so much better for staff (and was rather disappointed when management didn’t share her enthusiasm). She has always been fascinated with understanding the different ways people think. This lead her to study psychology, move and work abroad, marry an engineer, and raise three very different little personalities. She is particularly attracted to exploring life’s interesting paradoxes, such as when holding leadership positions doesn’t always equate to feeling like a leader, being involved in family and community is both wonderfully enriching and sometimes depleting, and sometimes needing to take a few steps back to move forward. She loves to hear people’s stories and help them grow, and believes the coaching relationship is the perfect place to do so.
Michelle is an Associate Professor of Management at Oakland University in Rochester, Michigan. She earned her M.S. and Ph.D. in Industrial/Organizational Psychology from the Pennsylvania State University. She seeks to understand the process of leadership development across multiple domains of life. Her work also focuses on understanding the influence of leadership on employee well-being at work, including factors such as meaningful work, work-life balance, and creativity and innovation. She co-authored an award-winning book on leader development entitled An Integrative Theory of Leader Development: Connecting Adult Development, Identity, and Expertise and has 25 publications in top academic journals and chapters in edited books. She also taught and consulted for nearly a decade in Ireland. Michelle has developed and facilitated leadership development programs in higher education, tech, healthcare, professional sports, and banking, as well as regularly teaching undergraduates, graduate students, and executives.
Michelle realized she had an interest in making workplaces better in her first job at 15 in an ice cream shop. She noticed that even a few simple changes could make the working experience so much better for staff (and was rather disappointed when management didn’t share her enthusiasm). She has always been fascinated with understanding the different ways people think. This lead her to study psychology, move and work abroad, marry an engineer, and raise three very different little personalities. She is particularly attracted to exploring life’s interesting paradoxes, such as when holding leadership positions doesn’t always equate to feeling like a leader, being involved in family and community is both wonderfully enriching and sometimes depleting, and sometimes needing to take a few steps back to move forward. She loves to hear people’s stories and help them grow, and believes the coaching relationship is the perfect place to do so.
Michelle is an Associate Professor of Management at Oakland University in Rochester, Michigan. She earned her M.S. and Ph.D. in Industrial/Organizational Psychology from the Pennsylvania State University. She seeks to understand the process of leadership development across multiple domains of life. Her work also focuses on understanding the influence of leadership on employee well-being at work, including factors such as meaningful work, work-life balance, and creativity and innovation. She co-authored an award-winning book on leader development entitled An Integrative Theory of Leader Development: Connecting Adult Development, Identity, and Expertise and has 25 publications in top academic journals and chapters in edited books. She also taught and consulted for nearly a decade in Ireland. Michelle has developed and facilitated leadership development programs in higher education, tech, healthcare, professional sports, and banking, as well as regularly teaching undergraduates, graduate students, and executives.