Search

Search Constraints

Start Over You searched for: Graduate Program Psychology Remove constraint Graduate Program: Psychology Degree PHD Remove constraint Degree: PHD Committee Member Samuel Todd Hunter Remove constraint Committee Member: Samuel Todd Hunter

Search Results

1. Supporting the use of technology in organizations over time

open_access
Open Access

2. Bad to the bone: Empirically defining and measuring negative leadership

open_access
Open Access

3. WEB-BASED TRAINING FOR INNOVATION: AN EXAMINATION OF TRAINING REGIMENS, TRAINING ENVIRONMENT AND THE MODERATING INFLUENCE OF CREATIVE PERSONAL IDENTITY AND INTRINSIC MOTIVATION

open_access
Open Access

4. ASSESSING THE IMPACT OF MEDIA RICHNESS AND LEADERSHIP BEHAVIORS ON TEAM-BASED OUTCOMES

open_access
Open Access

5. The effect of leader apology on leader avoidance of followers

open_access
Open Access

6. Follower Susceptibility to Destructive Leaders: Development and Validation of Conformer and Colluder Scales

open_access
Open Access

7. Proactive Followers with Leaders in Mind: Unraveling the Mystery Behind this Oxymoron

open_access
Open Access

8. Contextual Moderators of the Effects Of Membership Change on Team Creative Performance and Team Viability

open_access
Open Access

9. Sensing the Force: Followers’ Preferences, Perceptions, and Responses to Leaders’ Power Use

open_access
Open Access

10. Customer Citizenship Behavior and Employee Strain: Validity Evidence for a New Source of Workplace Helping Behavior and when it Matters Helping Behavior And When It Matters

open_access
Open Access

11. It takes three: Applying Socioanalytic Theory to predict leadership success

open_access
Open Access

12. Science fiction meets scientific inquiry: A task-technology fit/computer-based training framework and a meta-analysis of virtual reality applications for intervention, training, and therapy purposes

open_access
Open Access

13. I get by with a little help from my friends: the influence of coworker trust on employee level outcomes

open_access
Open Access

14. GROUP DIFFERENCES IN COGNITIVE ABILITY AND PERSONALITY ACROSS JOB LEVELS

open_access
Open Access

15. The Power of Many: A Follower-Centric Concept of Leader Error and Influence

open_access
Open Access

16. Full disclosure: An examination of the work experiences and disclosure motives of employees with depression

open_access
Open Access

18. When are strong or weak ties best for creativity and innovation? Considering the role of contextual moderators

open_access
Open Access

19. TEMPORAL LEADERSHIP: A THEORETICALLY DERIVED MULTIDIMENSIONAL MEASURE AND NOMOLOGICAL NETWORK

restricted_to_institution
Restricted (Penn State Only)

20. Emotional immunity? Emotion recognition, empathic concern, and leadership

restricted_to_institution
Restricted (Penn State Only)

21. Burning the candle at both ends: An examination of middle-manager well-being

restricted_to_institution
Restricted (Penn State Only)

22. Faces and Fraud: CEO Facial Masculinity and Firm Financial Misconduct

restricted_to_institution
Restricted (Penn State Only)

23. Organizational political ideology diversity and satisfaction: Election cycle as temporal context

restricted_to_institution
Restricted (Penn State Only)

24. Team learning emergence: The personality antecedents and how it unfolds over time

open_access
Open Access