From problems to progress: A dialogue on prevailing issues in leadership research. The Leadership Quarterly, 2019
Good Leaders Are Good Learners. Harvard Business Review, 2017.
Interpersonal Perception and the Evolution of Leadership Structures in Groups. Organizational Science, 2015.
A lot has been written about leadership over the ages. Most of that work focuses solely on the people who hold designated supervisory positions within organizations, examining their personalities and behaviors to better understand leadership. In today's organizations, however, we need more leaders at more levels to get things done, including more leadership from people who do not hold such positions. Given that my research has taken a "post-heroic" view of leadership, focusing on all of us as leaders rather than a single leader at the top of an organization, a division or etc. I care because if more people were to see the leader within them, they would do more great things in the world. Why do some people come to think of themselves as leaders and others never do? Why are some people seen (and reinforced) as leaders within an organization, community, or a group and why others never are? How might holding a leader identity help you and how can you express your leadership in a way that will have other people seeing you as a leader too? These are the questions that energize my research in this area.
Developing as a Leader: The Power of Mindful Engagement. Organizational Dynamics, 2012.
Who will Lead and Who will Follow? A Social Process of Leadership Identity Construction in Organizations. Academy of Management Review, 2010.
Power to the People: Where Has Personal Agency Gone in Leadership Development? Industrial and Organizational Psychology, 2010.
Assuming the Mantle: Unpacking the Process by Which Individuals Internalize a Leader Identity. In Exploring Positive Identities in Organizations, 2009.