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2. Supporting the use of technology in organizations over time

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Open Access

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

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Open Access

4. Bad Apples, Bad Barrels, and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership

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Open Access

5. Examining the Creative Process in Design Teams: The Interplay of Individual Characteristics, Team Conflict, and Team Climate for Innovation

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Open Access

6. The Impact of Leadership Style and Stress on Creative Performance During the Different Stages of the Creative Process

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Open Access

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

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Open Access

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

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Open Access

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

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Open Access

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

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Open Access

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

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Open Access

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

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Open Access

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

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Open Access

17. 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

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Open Access

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

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Open Access

21. 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

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Open Access

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

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Open Access

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

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Open Access

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

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Open Access

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

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Open Access

26. We Are Not in Sync, But We Think We Are: Actual versus Perceived Temporal Team Mental Models

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Open Access

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

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Open Access

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

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30. When Dual Leaders Will Drive Innovation: Reducing Role Conflict to Foster Exploration and Exploitation

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Open Access

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

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33. Fair-weather folks or team players? The effects of idea rejection on fairness and implementation efforts

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Open Access

34. GENDER GAP IN LEADERSHIP INTEREST: STEREOTYPE INCONGRUITY EXPLANATIONS AND TARGETED RECRUITMENT SOLUTIONS

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Open Access

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

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

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

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

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Open Access