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What Doesn’t Kill You Makes You Stronger: How Teams Rebound From Early-Stage Relationship Conflict

Journal of management, 2019-04, Vol.45 (4), p.1623-1659

2019

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Trouble with big brother: Counterproductive consequences of electronic monitoring through the erosion of leader‐member social exchange

Journal of organizational behavior, 2023-11, Vol.44 (9), p.1320-1339

2023

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Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking

Journal of business ethics, 2012-04, Vol.107 (1), p.49-64

2012

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The (electronic) walls between us: How employee monitoring undermines ethical leadership

Human resource management journal, 2022-11, Vol.32 (4), p.743-758

2022

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Stripped of Agency: The Paradoxical Effect of Employee Monitoring on Deviance

Journal of management, 2023-02, Vol.49 (2), p.709-740

2023

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Rationalize or reappraise? How envy and cognitive reappraisal shape unethical contagion

Personnel psychology, 2021-06, Vol.74 (2), p.237-263

2021

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Too Many Sheep in the Flock? Span of Control Attenuates the Influence of Ethical Leadership

Journal of applied psychology, 2018-12, Vol.103 (12), p.1324-1334

2018

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Leadership and emotion management for complex tasks: Different emotions, different strategies

The Leadership quarterly, 2012-06, Vol.23 (3), p.517-533

2012

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Emotion regulation and intragroup conflict: when more distracted minds prevail

The International journal of conflict management, 2014-04, Vol.25 (2), p.148-170

2014

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Case-Based Knowledge and Ethics Education: Improving Learning and Transfer Through Emotionally Rich Cases

Science and engineering ethics, 2013-03, Vol.19 (1), p.265-286

2013

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Let’s Look at This Another Way: How Supervisors Can Help Subordinates Manage the Threat of Relationship Conflict

Journal of leadership & organizational studies, 2018-08, Vol.25 (3), p.368-380

2018

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Political tactics as affective events: Implications for individual perception and attitude

European journal of work and organizational psychology, 2014-05, Vol.23 (3), p.419-434

2014

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The Influence of Anger on Ethical Decision Making: Comparison of a Primary and Secondary Appraisal

Ethics & behavior, 2011-09, Vol.21 (5), p.380-403

2011

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Case-Based Ethics Instruction: The Influence of Contextual and Individual Factors in Case Content on Ethical Decision-Making

Science and engineering ethics, 2013-09, Vol.19 (3), p.1305-1322

2013

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Sensemaking Strategies for Ethical Decision Making

Ethics & behavior, 2011-09, Vol.21 (5), p.351-366

2011

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Case-Based Ethics Education: The Impact of Cause Complexity and Outcome Favorability on Ethicality

Journal of empirical research on human research ethics, 2012-07, Vol.7 (3), p.63-77

2012

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Improving Case-Based Ethics Training with Codes of Conduct and Forecasting Content

Ethics & behavior, 2012-07, Vol.22 (4), p.258-280

2012

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Reconceptualizing goal setting’s dark side: The ethical consequences of learning versus outcome goals

Organizational behavior and human decision processes, 2019-01, Vol.150, p.14-27

2019

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Justice perceptions and reappraisal: A path to preserving employee resilience

Human performance, 2023-03, Vol.36 (2), p.45-63

2023

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Strategies in Forecasting Outcomes in Ethical Decision-Making: Identifying and Analyzing the Causes of the Problem

Ethics & behavior, 2010-03, Vol.20 (2), p.110-127

2010

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Leader Deception Influences on Leader–Member Exchange and Subordinate Organizational Commitment

Journal of leadership & organizational studies, 2011-11, Vol.18 (4), p.508-521

2011

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Structuring Case-Based Ethics Training: How Comparing Cases and Structured Prompts Influence Training Effectiveness

Ethics & behavior, 2013-05, Vol.23 (3), p.179-198

2013

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An Investigation of Case-Based Instructional Strategies on Learning, Retention, and Ethical Decision-Making

Journal of empirical research on human research ethics, 2012-10, Vol.7 (4), p.79-86

2012

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Applying Cases to Solve Ethical Problems: The Significance of Positive and Process-Oriented Reflection

Ethics & behavior, 2012-03, Vol.22 (2), p.113-130

2012

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Examining the Effects of Incremental Case Presentation and Forecasting Outcomes on Case-Based Ethics Instruction

Ethics & behavior, 2014-03, Vol.24 (2), p.126-150

2014

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What Doesn’t Kill You Makes You Stronger: How Teams Rebound From Early-Stage Relationship Conflict

Trouble with big brother: Counterproductive consequences of electronic monitoring through the erosion of leader‐member social exchange

Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking

The (electronic) walls between us: How employee monitoring undermines ethical leadership

Stripped of Agency: The Paradoxical Effect of Employee Monitoring on Deviance

Rationalize or reappraise? How envy and cognitive reappraisal shape unethical contagion

Too Many Sheep in the Flock? Span of Control Attenuates the Influence of Ethical Leadership

Leadership and emotion management for complex tasks: Different emotions, different strategies

Emotion regulation and intragroup conflict: when more distracted minds prevail

Case-Based Knowledge and Ethics Education: Improving Learning and Transfer Through Emotionally Rich Cases

Let’s Look at This Another Way: How Supervisors Can Help Subordinates Manage the Threat of Relationship Conflict

Political tactics as affective events: Implications for individual perception and attitude

The Influence of Anger on Ethical Decision Making: Comparison of a Primary and Secondary Appraisal

Case-Based Ethics Instruction: The Influence of Contextual and Individual Factors in Case Content on Ethical Decision-Making

Sensemaking Strategies for Ethical Decision Making

Case-Based Ethics Education: The Impact of Cause Complexity and Outcome Favorability on Ethicality

Improving Case-Based Ethics Training with Codes of Conduct and Forecasting Content

Reconceptualizing goal setting’s dark side: The ethical consequences of learning versus outcome goals

Justice perceptions and reappraisal: A path to preserving employee resilience

Strategies in Forecasting Outcomes in Ethical Decision-Making: Identifying and Analyzing the Causes of the Problem

Leader Deception Influences on Leader–Member Exchange and Subordinate Organizational Commitment

Structuring Case-Based Ethics Training: How Comparing Cases and Structured Prompts Influence Training Effectiveness

An Investigation of Case-Based Instructional Strategies on Learning, Retention, and Ethical Decision-Making

Applying Cases to Solve Ethical Problems: The Significance of Positive and Process-Oriented Reflection

Examining the Effects of Incremental Case Presentation and Forecasting Outcomes on Case-Based Ethics Instruction

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