David A Waldman

Dados Biográficos

ID1317075
NOMEDavid A Waldman
PRENOMESDavid A
SOBRENOMEWaldman
ASSINATURAWALDMAN D A
AFILIAÇÕESArizona State University
ORCID0000-0002-7140-8762
VERIFICADOSim
TOTAL DE OBRAS31
TOTAL DE CITAÇÕES69
TOTAL COMO AUTOR30
TOTAL COMO EDITOR1
PRIMEIRO ANO DE PUBLICAÇÃO1982
ANO MAIS RECENTE DE PUBLICAÇÃO2025
ÍNDICE H6

  • Can Narcissistic Women Leaders Be Seen as Effective? A Multi‐Method Examination

    Open AccessJustin Ames, David A Waldman et al.ARTICLEJournal of Organizational Behavior2025Referências: 6

    Using both neural and psychometric‐based methodologies, we find that leader narcissism is correlated with neural structures that are indicative of taking an instrumental view of other people. Specifically, the convergence of the default mode and task‐positive networks in the brain, which reflects cognition that is oriented toward an instrumental view of others, is associated with leader narcissism. However, in line with expectancy violation theor…

  • Role conflict, entrepreneurial identity, and academic entrepreneurship

    Open AccessHaneul Choi, Donald S Siegel et al.ARTICLESmall Business Economics2024

  • Leader self-projection and collective role performance

    Open AccessJoohyung Kim, David A Waldman et al.ARTICLEThe Leadership Quarterly2023

  • The Oxford Handbook of Corporate Social Responsibility

    Abagail Mcwilliams, Deborah E Rupp et al.BOOKOxford Handbook of Corporate…2019

    Corporate social responsibility (henceforth, CSR) continues to grow as a topic of interest in academia, business, and government. This handbook reflects recent developments in the field, incorporating new psychological and organizational perspectives on this important, interdisciplinary topic. Highlights of the handbook include chapters by leading scholars in entrepreneurship, international business, law, organizational behavior, psychology, soci…

  • Oxford Handbook of Corporate Social Responsibility

    Abagail Mcwilliams, David A Waldman et al.BOOKOxford Handbook of Corporate…2019

  • Defining the Socially Responsible Leader

    Open AccessDavid A Waldman, Donald S Siegel et al.ARTICLEJournal of Leadership &…2019Citada por: 11Referências: 9

    We renew an exchange of letters from 2008 regarding the meaning of responsible leadership, which applies to senior executives of firms as they attempt to engage in corporate social responsibility. An interesting aspect to this discussion is that, depending on one’s theoretical perspective, responsible leadership can be defined in multiple, somewhat disparate ways. We use the terms strategist versus integrator to characterize the most common delin…

  • Neuroscience in Organizational Behavior

    David A Waldman, M K Ward et al.ARTICLEAnnual Review of Organizational…2017

    In this review, we consider the advent of neuroscience in management and organizational research. We organize our review around two general themes pertaining to how areas of the brain may be relevant to management and organizational behavior. First, intrinsic, at-rest activity in the brain provides trait-like information that can be used to better understand individuals in terms of cognition, emotions, and behaviors. Second, reflexive activity in…

  • Leader narcissism and follower outcomes

    Bradley P Owens, Angela S Wallace et al.ARTICLEJournal of Applied Psychology2015

    [Correction Notice: An Erratum for this article was reported in Vol 100(4) of Journal of Applied Psychology (see record 2015-29666-001). The last name of the second author was misspelled in the Online First version of the article. All versions of this article have been corrected.] In response to recent calls to theorize and examine how multiple leader characteristics may work together in their effects, the current research examines how leader nar…

  • Paradoxical Leader Behaviors in People Management

    Yan Zhang, David A Waldman et al.ARTICLEAcademy of Management Journal2015

    As organizational environments become increasingly dynamic, complex, and competitive, leaders are likely to face intensified contradictory, or seemingly paradoxical, demands. We develop the construct of “paradoxical leader behavior” in people management, which refers to seemingly competing, yet interrelated, behaviors to meet structural and follower demands simultaneously and over time. In Study 1, we develop a measure of paradoxical leader behav…

  • A meta-analysis of shared leadership and team effectiveness.

    Danni Wang, David A Waldman et al.ARTICLEJournal of Applied Psychology2014

  • Neuroscience and organizational behavior

    Open AccessNeal M Ashkanasy, William J Becker et al.ARTICLEJournal of Organizational Behavior2014Citada por: 10Referências: 4

    Organizational neuroscience has great promise for advancing organizational research and practice. The field, however, is developing rapidly and has also become the subject of technological and methodological challenges that must be considered when conducting or interpreting neuroscience research as applied to organizational behavior. We explore four issues we deem to be important in understanding the role of neuroscience in organizational behavio…

  • The Development of Motivation to Lead and Leader Role Identity

    Open AccessDavid A Waldman, Benjamin M Galvin et al.ARTICLEJournal of Leadership &…2012Citada por: 2Referências: 9

    Leadership development has been continually recognized by organizations as a competence and a mind-set that is worthy of substantial time and resources. Although various approaches have stressed the development of skills or behaviors, it is becoming increasingly apparent that the development of attitudes and belief systems is also relevant. In an effort to increase knowledge in this area, the authors conducted a quasi-experimental study to unders…

  • Beyond the red tape

    Open AccessDavid A Waldman, Abraham Carmeli et al.ARTICLEJournal of Organizational Behavior2010Citada por: 4Referências: 19

    We use a storyteller perspective to examine how victims of terrorism perceive the way that organizations react and respond to their needs in the aftermath of terrorist attacks. Analysis of the data shows that organizations in Israel are often perceived as ineffective to respond in a humane or compassionate manner to the suffering caused by terrorism. Instead, victims perceive that a more bureaucratic approach is taken. However, to create optimal …

  • How leaders cultivate social capital and nurture employee vigor

    Abraham Carmeli, Batia Ben-Hador et al.ARTICLEJournal of Applied Psychology2009

    This study examined how leader relational behaviors (i.e., relational leadership) cultivate bonding social capital among organizational members and the way bonding social capital augments feelings of vigor at work. In addition, the authors examined how vigor enhances employee job performance. Using a sample of 209 participants in Israeli community centers, the results of structural equation modeling indicate a 2-stage mediation model in which lea…

  • Culture and Leadership Across the World

    David A Waldman, Mary Sully De Luque et al.BOOKCulture and Leadership Across the…2007

    Dutch GLOBE data are presented in this chapter with an overview of the history of Holland and later the Netherlands. From the Middle Ages onward, Dutch cities had substantial local autonomy, which led their educated citizens and merchants to rule themselves to a large extent. This relative autonomy stimulated independent thought and judgment, a climate that helped Protestantism to gain much ground. Foreign trade facilitated the rise of a liberal …

  • A Cross Cultural Comparison of the Importance of Leadership Traits for Effective Low-level and High-level Leaders

    Open AccessGian Casimir, David A WaldmanARTICLEInternational Journal of Cross…2007Citada por: 4Referências: 16

    This study compares perceptions of the importance of 18 traits for effective low-level leaders and high-level leaders. Participants were 84 full-time white-collar employees from Australia and 244 full-time white-collar employees from China. Multivariate analysis of variance revealed cultural differences in terms of which traits are regarded as important for effective leadership. For example, the Australians rated traits that attenuate leader–foll…

  • Trust and the Relationship Between Leadership and Follower Performance

    Open AccessGian Casimir, David A Waldman et al.ARTICLEJournal of Leadership &…2006Citada por: 11Referências: 28

    This study provides a cross-cultural comparison of the mediating effects of trust in the leader on the relationship between the in-role performance of followers (as rated by their leaders) and two types of leadership: transactional and transformational. Participants were 119 full-time Australian followers and 122 full-time Chinese followers. Australian followers reported higher levels of trust in their leaders than did Chinese followers. Culture …

  • The Role of Individualism and the Five‐Factor Model in the Prediction of Performance in a Leaderless Group Discussion

    Open AccessDavid A Waldman, Leanne Atwater et al.ARTICLEJournal of Personality2004

    Personality has seen a resurgence in the work performance literature. The Five‐Factor Model (FFM) represents a set of personality factors that has received the most attention in recent years. Despite its popularity, the FFM may not be sufficiently comprehensive to account for relevant variation across performance dimensions or tasks. Accordingly, the present study also considers how individualism may predict additional variance in performance bey…

  • Men's and Women's Perceptions of the Gender Typing of Management Subroles

    Open AccessLeanne Atwater, Leanne E Atwater et al.ARTICLESex Roles2004Citada por: 12Referências: 3

  • Assessing the impact of organizational practices on the relative productivity of university technology transfer offices

    Open AccessDonald S Siegel, David A Waldman et al.ARTICLEResearch Policy2003

  • Exploring Charismatic Leadership in the Public Sector

    Open AccessMansour Javidan, David A WaldmanARTICLEPublic Administration Review2003Referências: 51

    A survey of more than 203 middle and upper–middle managers that assessed their superiors (N=51) in the Canadian public sector showed that charismatic leadership in such a setting comprises four dimensions: (1) energy and determination; (2) vision; (3) challenge and encouragement; and (4) risk taking. However, such leadership is only modestly related to motivational consequences and is not significantly related to unit performance. We discuss our …

  • Recipient and observer reactions to discipline

    Open AccessLeanne Atwater, Leanne E Atwater et al.ARTICLEJournal of Organizational Behavior2001Citada por: 8Referências: 5

    A qualitative study of recipients' and observers' reactions to discipline events was conducted. Data from 123 recipient interviews and 46 observer interviews were content analyszed and categorized. Results showed that while both groups see positive results from discipline, recipients and observers may lose respect for the discipliner, and may develop negative attitudes toward the organization as a consequence of the discipline. They are also like…

  • Modeling employee absenteeism

    Open AccessCaren Goldberg, Caren B Goldberg et al.ARTICLEJournal of Organizational Behavior2000Referências: 7

    Using a sample of hospital employees this study addressed whether job satisfaction mediates the relationship between absenteeism predictors and absenteeism and how well absenteeism predictors explained different measures of absenteeism. The results suggest that job satisfaction is not a mediator and that the independent variables explain more variance in records-based time lost than in self-reported time lost or self-reported absence frequency. I…

  • The relationship between age and job performance evaluations for entry-level professionals

    Open AccessAlan M Saks, David A WaldmanARTICLEJournal of Organizational Behavior1998

    This study examined the relationship between age and job performance evaluations for newcomers recently hired into entry-level positions in public accounting firms. We predicted and found a negative relationship between age and job performance evaluations. This relationship was eliminated after controlling for undergraduate grade average and prior work experience, operationalized as the number of jobs that a newcomer had previously held. Results …

  • A Field Study of Rating Conditions and Leniency in Performance Appraisal

    Open AccessDavid A Waldman, George C ThorntonARTICLEPsychological Reports1988

    Performance appraisal ratings of 89 secretarial and clerical employees of a large university were studied. Most recent administrative ratings, used to make personnel decisions, were obtained for all employees. In addition, research ratings were collected under one of two conditions. For approximately half of the employees, confidential ratings were obtained from the employees' supervisors whereby the supervisors were told that only the researcher…