Former Army Ranger bridges workplace divides
Drawing on his military experience, Terence McElroy coaches his executive MBA students to be good listeners.
Terence McElroy grew up just 60 miles south of U.S. Military Academy at West Point in New York, but he didn’t think about becoming a cadet until after attending a leadership camp there in high school.
Something about the structure, the discipline and the drive of those around him resonated so deeply with him that he later enrolled there.
McElroy often brought fellow cadets home during school breaks, where they met his high school friends. “There would always be tension and conflict,” he says. “I always found myself as more of a peacemaker, seeing the good points made by both sides.”
Those moments stuck with him. Today he is a clinical assistant professor in the organizational behavior department at UNC Kenan-Flagler Business School. McElroy studies how affective polarization — the growing dislike and distrust of people with different political views — affects the workplace. He also explores how multicultural experiences shape leadership.
“I think a lot of the lessons I learned in the military translate nicely into the business world,” he says.
From the Army to academia
After graduating from West Point in 2010, McElroy became a field artillery officer and completed airborne school at Fort Benning, Georgia. Then he became a U.S. Army Ranger, completing tours in Afghanistan and Italy.
“Being 23 years old and leading soldiers — many of whom were older than me — was a huge challenge and a very humbling experience,” McElroy shares. “You’re leading people from all walks of life, and I quickly realized that I couldn’t communicate with everyone the same way.”
Eager to improve his leadership skills, McElroy enrolled in an MBA program at the University of Virginia after completing his service in 2016. That experience shaped his interest in figuring out how to bridge divides.
One book — “The Righteous Mind: Why Good People are Divided by Politics and Religion” by Jonathan Haidt — struck a chord, and McElroy decided to pursue a doctorate focused on political ideology in the workplace — not a popular business school topic at the time.
Then he saw Haidt on a train in New York City. The renowned social psychologist encouraged McElroy to pursue the research — and even offered to help with his doctoral applications. “Without that, I don’t know if I’d be where I am,” McElroy said.
Culture, conflict and connection
McElroy was drawn to Kenan-Flagler faculty like William Maddux, who became his adviser. Maddux’s research delves into how cultural experiences shape creativity, leadership, morality and decision-making in the workplace.
McElroy focuses his research on countering the dislike and distrust of those with opposing political beliefs. These days, he says, nearly 75% of employees are having politically charged conversations in the workplace. “We want to provide managers with a framework to foster a culture where people feel safe expressing differing views.”
His findings suggest that multicultural experiences such as studying abroad often lead to more open-minded perspectives, a deeper understanding of personal identity and a greater ability to form meaningful connections with others.
McElroy also coaches his executive MBA students to be good listeners. In one session, students bring in real leadership challenges they’re facing. “We focus on truly understanding the problem, actively listening — and they start solving it themselves just by talking through it.”
He believes this same approach can transform political conversations. When people listen with the intent to understand rather than debate, they’re better positioned to resolve conflict and build trust.
“I’d love to live in a world where we could talk about our experiences and our beliefs from a place of curiosity,” he says. “That’s the direction I hope my research continues to explore.”
