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Shared leadership performance relationship trajectories as a function of team interventions and members' collective personalities.  32:101499-101499. 2021

What works for you may not work for (Gen)Me: Limitations of present leadership theories for the new generation.  28:245-260. 2017

Making "sense" of ethical decision making.  27:838-855. 2016

Collective leadership behaviors: Evaluating the leader, team network, and problem situation characteristics that influence their use.  27:312-333. 2016

How outstanding leaders lead with affect: An examination of charismatic, ideological, and pragmatic leaders.  26:502-517. 2015

Abusive supervision and the entitled employee.  25:204-217. 2014

Leadership and emotion management for complex tasks: Different emotions, different strategies.  23:517-533. 2012

Abusive supervisory reactions to coworker relationship conflict.  22:1010-1023. 2011

Perceptions of abusive supervision: The role of subordinates' attribution styles.  22:751-764. 2011

Leadership, affect and emotions A state of the science review.  21:979-1004. 2010

The role, function, and contribution of attribution theory to leadership: A review.  18:561-585. 2007

Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes.  18:264-280. 2007

What leaders need to know: A review of social and contextual factors that can foster or hinder creativity.  15:33-53. 2004

Emergent leaders as managers of group emotion.  13:583-599. 2002

Emotional intelligence as the basis of leadership emergence in self-managing teams.  13:505-522. 2002

Gender and leadership style: Transformational and transactional leadership in the Roman Catholic Church.  5:99-119. 1994

Emotional intelligence as the basis of leadership emergence

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