Brett H Neely
Biographic Data
| ID | 4467923 |
|---|---|
| NAME | Brett H Neely |
| GIVEN NAMES | Brett H |
| FAMILY NAME | Neely |
| SIGNATURE | NEELY B H |
| AFFILIATIONS | Pennsylvania State University |
| ORCID | 0000-0003-3065-1333 |
| VERIFIED | Yes |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 2 |
| AUTHOR COUNT | 5 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2017 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
Too womanly or not manly enough? A review of work consequences experienced by counter-normative men
For decades, precarious manhood theory has suggested that men are expected to prove their masculinity, given that it is a hard-won, tenuous state requiring continual social proof and constant validation. However, there is an emergent body of research that challenges these tenets and indicates that some men do not adhere to gendered expectations of their biological sex at work—which we refer to as counter-normativity. We conducted a systematic rev…
Reconciling Jekyll and Hyde: The future of masculinity research within the domestic violent extremism context
Violence among young men in the United States has escalated in recent years, leading to two contrasting perspectives of young men-either as (a) agentic aggressors or (b) by-products of societal shifts that have caused disadvantage. The first perspective characterizes men as entitled and reactionary, prone to aggression when their societal expectations are unmet. This view aligns with the frustration-aggression hypothesis where unmet desires lead …
Special Issue call on gender and leadership: Taking stock and two steps forward
To Lead Is to Err: The Mediating Role of Attribution in the Relationship Between Leader Error and Leader Ratings
The purpose of this study was threefold: to expand the existing leader error taxonomy to include a third dimension of leader error (i.e., ethical errors), to examine the differential effects of error type on leader ratings, and to test a mediated model in which behavioral attribution mediated the relationship between error type and leader ratings. Results showed that ethical errors were distinct from previously established dimensions. Ethical and…
A Structural-Emergence Model of Diversity in Teams
The study of diversity in work groups and organizations has become a significant domain of inquiry. However, the overall consensus in this literature seems to be that a direct relationship between diversity and performance-based outcomes is tenuous at best. To break this impasse, we propose a structural-emergence model that emphasizes how the embedding structural context has substantial implications for the very meaning, salience, and content of …
To Lead Is to Err: The Mediating Role of Attribution in the Relationship Between Leader Error and Leader Ratings
The purpose of this study was threefold: to expand the existing leader error taxonomy to include a third dimension of leader error (i.e., ethical errors), to examine the differential effects of error type on leader ratings, and to test a mediated model in which behavioral attribution mediated the relationship between error type and leader ratings. Results showed that ethical errors were distinct from previously established dimensions. Ethical and…
A Structural-Emergence Model of Diversity in Teams
The study of diversity in work groups and organizations has become a significant domain of inquiry. However, the overall consensus in this literature seems to be that a direct relationship between diversity and performance-based outcomes is tenuous at best. To break this impasse, we propose a structural-emergence model that emphasizes how the embedding structural context has substantial implications for the very meaning, salience, and content of …
To Lead Is to Err: The Mediating Role of Attribution in the Relationship Between Leader Error and Leader Ratings
The purpose of this study was threefold: to expand the existing leader error taxonomy to include a third dimension of leader error (i.e., ethical errors), to examine the differential effects of error type on leader ratings, and to test a mediated model in which behavioral attribution mediated the relationship between error type and leader ratings. Results showed that ethical errors were distinct from previously established dimensions. Ethical and…
Special Issue call on gender and leadership: Taking stock and two steps forward
Reconciling Jekyll and Hyde: The future of masculinity research within the domestic violent extremism context
Violence among young men in the United States has escalated in recent years, leading to two contrasting perspectives of young men-either as (a) agentic aggressors or (b) by-products of societal shifts that have caused disadvantage. The first perspective characterizes men as entitled and reactionary, prone to aggression when their societal expectations are unmet. This view aligns with the frustration-aggression hypothesis where unmet desires lead …
Too womanly or not manly enough? A review of work consequences experienced by counter-normative men
For decades, precarious manhood theory has suggested that men are expected to prove their masculinity, given that it is a hard-won, tenuous state requiring continual social proof and constant validation. However, there is an emergent body of research that challenges these tenets and indicates that some men do not adhere to gendered expectations of their biological sex at work—which we refer to as counter-normativity. We conducted a systematic rev…
Psychology (4 works) · Gender Diversity and Inequality (3 works) · Computer Science (2 works) · Context (archaeology (2 works) · Job Satisfaction and Organizational Behavior (2 works) · Political science (2 works) · Social Psychology (2 works) · Sociology (2 works) · Aggression (1 works) · Algorithm (1 works)