John W Michel

Biographic Data

ID5789846
NAMEJohn W Michel
GIVEN NAMESJohn W
FAMILY NAMEMichel
SIGNATUREMICHEL J W
AFFILIATIONSLoyola University Maryland
ORCID0000-0002-2969-7409
VERIFIEDYes
TOTAL WORKS9
TOTAL CITATIONS22
AUTHOR COUNT9
EDITOR COUNT0
FIRST PUBLICATION YEAR2010
LATEST PUBLICATION YEAR2026
H-INDEX3

  • Beyond Small Talk

    Open AccessMichael J Tews, John W Michel et al.ARTICLEJournal of Hospitality & Tourism…2026

    This study examined how informal conversations—both shallow and deep—impacted employees’ constituent attachment in the hospitality industry, along with the antecedents of such conversations. With a sample of 251 hospitality employees, our findings revealed that deep conversations, but not shallow conversations, were positively related to constituent attachment. In addition, an inclusion climate and workplace fun were positively related to deep co…

  • The Development and Validation of the Multidimensional Coworker Socializing for Fun Scale

    Open AccessJohn W Michel, Michael J Tews et al.ARTICLEJournal of Organizational Behavior2026References: 6

    To better understand how coworkers socialize for fun, this multistudy research builds on prior conceptualizations to develop and validate a more conceptually precise measure of coworker socializing for fun. We introduce the Multidimensional Coworker Socializing for Fun Scale (MCSFS), conceptualized as a higher‐order construct reflected in three first‐order dimensions—friendly conversations, playful interactions, and gathering socially. Drawing on…

  • Development and validation of the individual teamwork behaviors questionnaire

    Open AccessJohn W Michel, Dave LuvisonARTICLEGroup Processes & Intergroup…2024References: 8

    Although there has been significant research investigating the processes that facilitate how individuals work collectively as a team, there has been little attention to the specific behaviors that individual team members need to exhibit to support teamwork. Despite two such measures currently existing in the literature, both suffer from a few important limitations, which makes it difficult to ensure individual team members are contributing to the…

  • Abusive Coworker Treatment, Coworker Support, and Employee Turnover

    Open AccessMichael J Tews, John W Michel et al.ARTICLEJournal of Leadership &…2018Cited by: 3References: 10

    Hostile treatment from others at work can have undesirable consequences. The present study aims to validate this proposition by examining whether abusive coworker treatment is a significant predictor of employee turnover among entry-level employees in the hospitality industry. With a sample of 979 restaurant servers, this research examined the impact of abusive coworker treatment along with coworker emotional and instrumental support on turnover …

  • Antecedents of Organizational Citizenship Behaviors

    Open AccessJohn W MichelARTICLEJournal of Leadership &…2016References: 13

    Although research has established that self-interest and prosocial motives between benefactors and recipients increases organizational citizenship behaviors (OCBs), less is known about the extent to which these motives explain variance in OCBs. As such, the purpose of the current research is to examine self-interest and prosocial motives in relation to other antecedents examined in extant OCB literature. The results from this study demonstrate th…

  • Does Leader–Member Exchange Accentuate the Relationship Between Leader Behaviors and Organizational Citizenship Behaviors

    Open AccessJohn W Michel, Michael J TewsARTICLEJournal of Leadership &…2015Cited by: 2References: 11

    Although the effects of leader behaviors on organizational citizenship behaviors is well documented, research on the leader–subordinate relationship as a boundary condition of this relationship is less clear. Drawing on social exchange and personal identification theories, we demonstrate that leader–member exchange moderates the relationship between relations- and change-oriented leader behaviors and organizational citizenship behaviors. Overall,…

  • Fun and friends

    Open AccessMichael J Tews, John W Michel et al.ARTICLEHuman Relations2014Cited by: 11References: 56

    Extending the growing body of research on fun in the workplace, this article reports on a study examinining the relationship between fun and employee turnover. Specifically, this research focused on the influence of three forms of fun on turnover – fun activities, coworker socializing and manager support for fun. With a sample of 296 servers from 20 units of a national restaurant chain in the US, coworker socializing and manager support for fun w…

  • The Fun damental Role of Workplace Fun in Applicant Attraction

    Open AccessMichael J Tews, John W Michel et al.ARTICLEJournal of Leadership &…2012Cited by: 5References: 7

    The present study extended previous research on fun in the workplace by examining the influence of workplace fun in the context of applicant attraction. Specifically, this research examined the impact of workplace fun relative to other key predictors of applicant attraction. Furthermore, this research examined the impact of different sources of workplace fun—fun coworker interactions, fun job responsibilities, and formal fun activities. With a sa…

  • Is the Full-Range Model of Leadership Really a Full-Range Model of Effective Leader Behavior

    Open AccessJohn W Michel, Brian D Lyons et al.ARTICLEJournal of Leadership &…2010Cited by: 1References: 24

    A field study was conducted to compare the three meta-categories assessed in the Managerial Practices Survey (MPS) with the “full-range” taxonomy assessed in the Multifactor Leadership Questionnaire (MLQ). Dyadic and group-level analyses found that subordinate job attitudes and boss-rated managerial effectiveness were predicted better by the MPS meta-categories than by the MLQ meta-categories. Results also suggested that at least one of the three…