Robert Lord's Outputs (155)

Leadership processes and follower self-identity. (2004)
Book
Lord, R., & Brown, D. (2004). Leadership processes and follower self-identity. Lawrence Erlbaum Associates

Implicit leadership theories. (2004)
Book Chapter
Fischbein, R., & Lord, R. (2004). Implicit leadership theories. In J. Burns, K. Cho, G. Goethals, & G. Sorenson (Eds.), Encyclopedia of Leadership. SAGE Publications

Attribution Theory and Leadership Processes. (2004)
Book Chapter
Norris-Watts, C., & Lord, R. (2004). Attribution Theory and Leadership Processes. In J. Burns, K. Cho, G. Goethals, & G. Sorenson (Eds.), Encyclopedia of Leadership. SAGE Publications

Mental representations in leadership: Schemas, scripts, and mental models. (2004)
Book Chapter
Ritter, B., & Lord, R. (2004). Mental representations in leadership: Schemas, scripts, and mental models. In J. Burns, K. Cho, G. Goethals, & G. Sorenson (Eds.), Encyclopedia of Leadership. SAGE Publications

Leadership Categorization Theory. (2004)
Book Chapter
Johnson, R., & Lord, R. (2004). Leadership Categorization Theory. In J. Burns, K. Cho, G. Goethals, & G. Sorenson (Eds.), Encyclopedia of Leadership. SAGE Publications

The volitional and strategic effects of planning on task performance and goal commitment. (2003)
Journal Article
Diefendorff, J., & Lord, R. (2003). The volitional and strategic effects of planning on task performance and goal commitment. Human Performance, 16(4), 365-387. https://doi.org/10.1207/s15327043hup1604_3

Integrating neural networks into decision-making and motivational theory: Rethinking VIE theory. (2003)
Journal Article
Lord, R., Hanges, P., & Godfrey, E. (2003). Integrating neural networks into decision-making and motivational theory: Rethinking VIE theory. Canadian Psychology, 44(1), 21-38. https://doi.org/10.1037/h0085815

Identity, leadership categorization, and leadership schema. (2003)
Book Chapter
Lord, R., & Hall, R. (2003). Identity, leadership categorization, and leadership schema. In D. van Knippenberg, & M. Hogg (Eds.), Leadership and Power: Identity Processes in Groups and Organizations (48-64). SAGE Publications

Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior. (2002)
Book
Lord, R., Klimoski, R., & Kanfer, R. (Eds.). (2002). Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior. Jossey-Bass

Examining the roles of job involvement and work centrality in predicting organizational citizenship behavior and job performance. (2002)
Journal Article
Diefendorff, J., Brown, D., Kamin, A., & Lord, R. (2002). Examining the roles of job involvement and work centrality in predicting organizational citizenship behavior and job performance. Journal of Organizational Behavior, 23(1), 93-108. https://doi.org/10.1002/job.123

An information processing framework for emotional regulation. (2002)
Book Chapter
Lord, R., & Harvey, J. (2002). An information processing framework for emotional regulation. In R. Lord, R. Klimoski, & R. Kanfer (Eds.), Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior (115-146). Jossey-Bass, SIOP Frontiers Series Book

Emotions and organizational behavior. (2002)
Book Chapter
Lord, R., & Kanfer, R. (2002). Emotions and organizational behavior. In R. Lord, R. Klimoski, & R. Kanfer (Eds.), Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior (5-19). Jossey-Bass, SIOP Frontiers Series Book

Modeling nonlinear relationships: Neural networks and catastrophe analysis. (2002)
Book Chapter
Hanges, P., Lord, R., Godfrey, E., & Raver, J. (2002). Modeling nonlinear relationships: Neural networks and catastrophe analysis. In S. Rogelberg (Ed.), Handbook of research methods in Industrial/Organizational psychology (431-455). Blackwell

Leadership, values and subordinate self-concepts. (2001)
Journal Article
Lord, R., & Brown, D. (2001). Leadership, values and subordinate self-concepts. The Leadership Quarterly, 12(2), 133-152. https://doi.org/10.1016/s1048-9843%2801%2900072-8

Thinking outside the box by looking inside the box: Extending the cognitive revolution in leadership research. (2001)
Journal Article
Lord, R., & Emrich, C. (2001). Thinking outside the box by looking inside the box: Extending the cognitive revolution in leadership research. https://doi.org/10.1016/51048-9843%2800%2900060-6

Trends, developments and gaps in cross-cultural research on leadership. (2001)
Book Chapter
Dickson, M., Hanges, P., & Lord, R. (2001). Trends, developments and gaps in cross-cultural research on leadership. In W. Mobley (Ed.), Advances in Global Leadership (2-22)

Leadership and perceiver cognitions: Moving beyond first order constructs. (2001)
Book Chapter
Brown, D., & Lord, R. (2001). Leadership and perceiver cognitions: Moving beyond first order constructs. In M. London (Ed.), How people evaluate others in organizations: Person perception and interpersonal judgment in I/O psychology (181-202). Mahwah, NJ: Lawrence Earlbaum

Collective construction of a theory of executive leaderhip (2001)
Book Chapter
Lord, R. (2001). Collective construction of a theory of executive leaderhip. In S. Zaccaro, & R. Klimosky (Eds.), The nature of organizational leadership: Understanding the performance imperatives confronting today's leaders (414-436). (SIOP Frontiers Series). Jossey-Bass

System constraints on leadership perceptions, behavior and influence: An example of connectionist level processes. (2001)
Book Chapter
Lord, R., Brown, D., & Harvey, J. (2001). System constraints on leadership perceptions, behavior and influence: An example of connectionist level processes. In M. Hogg, & R. Tindale (Eds.), Blackwell Handbook of Social Psychology: Group Processes (283-310). Blackwell

Contextual constraints on prototype generation and their multi-level consequences for leadership perceptions (2001)
Journal Article
Lord, R., Brown, D., Harvey, J., & Hall, R. (2001). Contextual constraints on prototype generation and their multi-level consequences for leadership perceptions. The Leadership Quarterly, 12(3), 311-338. https://doi.org/10.1016/s1048-9843%2801%2900081-9

It has become increasingly evident that no single prototype or style of leadership applies to all situations. In fact, we argue that definitions of leadership depend upon innumerable situational and contextual factors related both to the leader being... Read More about Contextual constraints on prototype generation and their multi-level consequences for leadership perceptions.