Journal Publications and Book Chapters
Develops a theory explaining how recurring patterns of leading-following interactions produce emergent leader-follower identities, relationships and social structures that enable groups to develop and adapt in dynamic contexts.
• Research in Organizational Behavior (in press)
Introduces a special issue on the teaching of leadership. I am forever grateful for the work of my co-editors on this project, Sim Sitkin from Duke University and Joel Podolny from Apple, along with the wonderful lineup of authors who are included in the issue.
• Academy of Management Learning and Education (in press)
We challenge the “more is better” assumption and propose that frequent feedback can overwhelm an individual’s cognitive resource capacity, thus reducing task effort and producing an inverted-U relationship with learning and performance over time.
• Organizational Behavior and Human Decision Processes (in press)
Examines the impact of individual incentives versus group-based rewards on team performance.
• Journal of Management (in press)
Develops an integrative trait-behavioral model of leadership effectiveness and then examines the relative validity of leader traits and behaviors across multiple leadership effectiveness criteria.
• Personnel Psychology (2011)
Develops a theory explaining how a leadership identity is co-constructed in organizations when individuals claim and grant leader and follower identities in their social interactions. Through this claiming-granting process, individuals internalize an identity as leader or follower, and those identities become relationally recognized through reciprocal role adoption and collectively endorsed within the organizational context.
• Academy of Management Review (2010)
Shifts the responsibility for leadership development to the individual learner, and thus re-frames the organization’s role in the leadership development process.
• Industrial and Organizational Psychology (2010)
Examines how leaders need to adapt their style of leadership depending on the task and composition of team members.
• Small Group Research (2010)
Challenges group and team researchers to think beyond agreement and aggregation of group-level constructs, and think more broadly about the patterns of dispersion in groups.
• Personnel Psychology (2010)
Reviews the existing literature on leadership in teams, and develops a conceptual model and measure of team leadership.
• Journal of Management (2010)
Examines the costs and benefits of being straightforward in interpersonal negotiations.
• Journal of Applied Psychology (2009)
Identifies the types of developmental experiences that promote leadership skill development, and shows the importance of feedback and having a learning orientation in the leadership development process.
• Journal of Applied Psychology (2009)
Shows how team members helping each other can backfire and actually interfere with team success.
• Journal of Applied Psychology (2008)
Shows how teams can effectively adapt to disruptive events, in this case a downsizing event that requires teams to adapt in order to achieve team goals.
• Academy of Management Journal (2008)
Examines the types of events that can disrupt team functioning and how leaders should respond to these disruptive events to ensure teams adapt effectively.
• Leadership Quarterly
Describes the process by which people come to see themselves as leaders.
Examines how individuals’ perceptions of fit with their team evolve and what factors predict these changes in fit over time.
• Journal of Applied Psychology
Discusses common misconceptions about teams in organizations and how HR practice should change to address these misconceptions.
• Human Resource Management
Discusses how teams should organize and function in order to rapidly and efficiently achieve high levels of creativity.
• Research on Managing Groups and Teams
Discusses how teams must achieve a fit with their external environment and their internal composition in order to be successful.
• Perspectives on Organizational Fit
Other
Investigates the conditions under which being transparent and straightforward in negotiations is a liability.
• Journal of Applied Psychology
Shows the effects of workload and affect at work on conflict and participation in social activities at home. The results are troublesome considering how time and energy we invest at work.
• Journal of Applied Psychology
Investigates the impact of individuals’ subjective fit perceptions on job performance, satisfaction, and organizational commitment.
• Journal of Applied Psychology
Illustrates the adverse impact of small sample sizes on statistical analyses.
• Journal of Applied Psychology (200
Scott On