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Outputs (339)

Managing in the collective: The practice of Big Science collaborations (2023)
Book Chapter
Robinson, M., & Braun, S. (2023). Managing in the collective: The practice of Big Science collaborations. In T. Das (Ed.), Managerial Practice Issues in Strategy and Organization (1-38). Information Age Publishing

The scientific results of Big Science increasingly hit the headlines as they provide welcome hope to address a range of complex cross-border problems. However, their collaborative style governance and managerial practice have gone relatively unseen.... Read More about Managing in the collective: The practice of Big Science collaborations.

Implicit Leadership Theories (2016)
Book Chapter
Schyns, B., & Riggio, R. (2016). Implicit Leadership Theories. In A. Farazmand (Ed.), Global encyclopedia of public administration, public policy, and governance (1-7). Springer Verlag. https://doi.org/10.1007/978-3-319-31816-5_2186-1

While leadership is often seen as what leaders do, more recent work in this area acknowledges that leadership is a process of interaction between different actors (i.e., leaders and followers) and the environment. This notion of a process of interact... Read More about Implicit Leadership Theories.

How to mitigate destructive leadership – Human resources-practices that mitigate Dark Triad leaders’ destructive tendencies (2022)
Book Chapter
Schyns, B., Gauglitz, I. K., Wisse, B., & Schütz, A. (2022). How to mitigate destructive leadership – Human resources-practices that mitigate Dark Triad leaders’ destructive tendencies. In D. Lusk, & T. L. Hayes (Eds.), Overcoming Bad Leadership in Organizations (251-276). Oxford University Press

Leaders with Dark Triad traits (Machiavellianism, psychopathy, and narcissism) are notorious for their display of destructive behaviour in interacting with their subordinates. It may be argued that organisations have the obligation to protect the org... Read More about How to mitigate destructive leadership – Human resources-practices that mitigate Dark Triad leaders’ destructive tendencies.

Properly categorizing the commentary: A rejoinder to Bass and Morley. (1982)
Book Chapter
Foti, R., Lord, R., & Phillips, J. (1982). Properly categorizing the commentary: A rejoinder to Bass and Morley. In J. Hunt, U. Sekaran, & C. Schriesheim (Eds.), Leadership: Beyond establishment views (159-160). Carbondale, IL: Southern Illinois University Press

Cognitive Processing. (1995)
Book Chapter
Lord, R. (1995). Cognitive Processing. In M. Nicholson (Ed.), Encyclopedic Dictionary of Organizational Behavior (66-68). Blackwell

Cognitive theory in industrial and organizational psychology. (1991)
Book Chapter
Lord, R., & Maher, K. (1991). Cognitive theory in industrial and organizational psychology. In M. Dunnette, & L. Hough (Eds.), Handbook of Industrial Organizational Psychology (2nd Ed.) Vol 2 (1-62). (2nd ed.). Palo Alto, CA: Consulting Psychological Press

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

Self-regulation. (1995)
Book Chapter
Lord, R. (1995). Self-regulation. In N. Nicholson (Ed.), Encyclopedic Dictionary of Organizational Behavior (513-514). Blackwell

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