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Faculty & Staff

Cary Cherniss

Professor and Director, Organizational Psychology Program Graduate School of Applied and Professional Psychology Secondary Appointment, School of Social Work

PhD, Yale

Dr. Cherniss's research interests include job stress and burnout in human service organizations; promotion of emotional intelligence in the workplace; organizational leadership; and organizational change.

(732) 445-2000 x102

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Cary Cherniss received his Ph.D. in Psychology from Yale University in 1972. He went on to teach at the University of Michigan in Ann Arbor, the University of Illinois in Chicago, the Chicago Medical School, and the Illinois Institute of Technology. In 1983, he came to Rutgers University where he helped create the doctoral program in Organizational Psychology at the Graduate School of Applied and Professional Psychology. He currently is Professor of Applied Psychology and Director of the Organizational Psychology program.

Dr. Cherniss specializes in the areas of emotional intelligence, work stress, leadership development, and planned organizational change. He has published over 60 scholarly articles and book chapters on these topics, as well as seven books: The Emotionally Intelligent Workplace (Jossey-Bass, with Daniel Goleman), Promoting Emotional Intelligence in the Workplace: Guidelines for Practitioners (American Society for Training and Development, with Mitchel Adler), The Human Side of Corporate Competitiveness (Sage, with Daniel Fishman), Professional Burnout in Human Service Organizations (Praeger), Staff Burnout (Sage), Beyond Burnout: Helping Teachers, Nurses, Therapists, and Law¬yers Recover from Stress and Disillusionment (Routledge), and School Change and the MicroSociety Program (Corwin).

In addition to his research and writing, Dr. Cherniss has consulted with many organizations in both the public and private sectors, including American Express, Johnson & Johnson, the US Coast Guard, AT&T, Telcordia, Colgate Palmolive, the United States Office of Personnel Management, the Defense Finance and Accounting Service, Honeywell, PSEG Power, and the Marriott Corporation. He currently is the director and co-chair (with Daniel Goleman) of the Consortium for Research on Emotional Intelligence in Organizations. He is a fellow of the American Psychological Association and past president of its Division 27 (Society for Community Research and Action), and he is a member of the Academy of Management and the Society for Industrial and Organizational Psychology (SIOP).

Courses Taught: 

  • Community Psychology
  • Theoretical Foundations of Intervention - Systems

Selected Recent Publications: 

Cherniss, C. (1980). Professional burnout in human service organizations. New York: Praeger.

Cherniss, C. (1980). Human service programs as work organi¬zations: Using organizational design to improve staff motivation and effectiveness. In R. H. Price & P. E. Politser (Eds.), Evaluation and action in the social environment. New York: Academic Press, 125 153.

Cherniss, C. (1990). Recovery from burnout: Results of a 10 year follow up study. Journal of Health and Human Resources Administration, 13, 132 154.

Cherniss, C. (1995). Beyond burnout: Helping teachers, nurses, therapists, and lawyers recover from stress and disillusionment. New York: Routledge.

Cherniss, C. & Adler, M. (2000). Promoting emotional intelligence in organizations: Making training in emotional intelligence effective. Alexandria, VA: American Society for Training and Development.

Cherniss, C., & Goleman, D. (Eds.) (2001). The emotionally intelligent workplace. San Francisco: Jossey-Bass.

Cherniss, C. (2005). School change and the MicroSociety program. Newbury Park, CA: Corwin Press.

Cherniss, C. (2006). Leadership and emotional intelligence. In R. J. Burke & C. L. Cooper (Eds.), Inspiring leaders (pp. 132-148). London: Routledge.

Cherniss, C., Extein, M., Goleman, D., & Weissberg, R. P. (2006). Emotional intelligence: What does the research really indicate? The Educational Psychologist, 41, 239-245.

Cherniss, C. (2010). Helping leaders to become more emotionally intelligent. In K. A. Bunker, D. T. Hall & K. E. Kram (Eds.), Extraordinary leadership: Addresing the gaps in senior executive development (pp. 97-120). San Francisco: Jossey-Bass.

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