David R Hekman

Biographic Data

ID5790201
NAMEDavid R Hekman
GIVEN NAMESDavid R
FAMILY NAMEHekman
SIGNATUREHEKMAN D R
AFFILIATIONSUniversity of Colorado Boulder
ORCID0000-0003-1242-441X
VERIFIEDYes
TOTAL WORKS6
TOTAL CITATIONS14
AUTHOR COUNT6
EDITOR COUNT0
FIRST PUBLICATION YEAR2009
LATEST PUBLICATION YEAR2017
H-INDEX2

  • Does Diversity-Valuing Behavior Result in Diminished Performance Ratings for Non-White and Female Leaders?

    David R Hekman, Stefanie K Johnson et al.ARTICLEAcademy of Management Journal2017

    We seek to help solve the puzzle of why top-level leaders are disproportionately White men. We suggest that this race- and sex-based status and power gap persists, in part, because ethnic minority and female leaders are discouraged from engaging in diversity-valuing behavior. We hypothesize, and test in both field and laboratory samples, that ethnic minority or female leaders who engage in diversity-valuing behavior are penalized with worse perfo…

  • How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus

    Bradley P Owens, David R HekmanARTICLEAcademy of Management Journal2016

    Using data from 607 subjects organized into 161 teams (84 laboratory teams, 77 organizational field teams), we examined how leader humility influences team interaction patterns, emergent states, and team performance. We develop and test a theoretical model, positing that, when leaders behave humbly, followers emulate their humble behaviors, creating a shared interpersonal team process (collective humility). This, in turn, creates a team emergent …

  • Channeling identification

    Open AccessDavid R Hekman, Daan Van Knippenberg et al.ARTICLEHuman Relations2016Cited by: 2References: 76

    We suggest that organizational and professional identification are two sources of motivation that can be channeled in similar or different directions based on perceived organizational and professional regulatory focus. Specifically, we hypothesize and find that both types of identification-based motivation are channeled toward diagnosis behaviors when professionals think their coworkers and colleagues value a promotion focus, and they are channel…

  • Modeling How to Grow

    Bradley P Owens, David R HekmanARTICLEAcademy of Management Journal2012

    Although a growing number of leadership writers argue leader humility is important to organizational effectiveness, little is known about the construct, why some leaders behave more humbly than others, what these behaviors lead to, or what factors moderate the effectiveness of these behaviors. Drawing from 55 in-depth interviews with leaders from a wide variety of contexts, we develop a model of the behaviors, outcomes, and contingencies of humbl…

  • Cognitive and affective identification

    Open AccessMichael D Johnson, Frederick P Morgeson et al.ARTICLEJournal of Organizational Behavior2012Cited by: 12References: 12

    Individuals often identify with groups in order to either reduce perceived uncertainty or to feel better about who they are as individuals. This suggests that cognitive and affective identification are two distinctive forms of social identification in organizational settings. Because neurotic individuals are highly motivated to reduce perceived uncertainty, they will tend to identify cognitively with groups. Extraverted individuals, on the other …

  • Turnover Contagion

    Will Felps, Terence R Mitchell et al.ARTICLEAcademy of Management Journal2009

    This research developed and tested a model of turnover contagion in which the job embeddedness and job search behaviors of coworkers influence employees' decisions to quit. In a sample of 45 branches of a regional bank and 1,038 departments of a national hospitality firm, multilevel analysis revealed that coworkers' job embedded-ness and job search behaviors explain variance in individual “voluntary turnover” over and above that explained by othe…