David M. Mayer
David M. Mayer
Professor of Management and Organizations, University of Michigan
Verified email at umich.edu - Homepage
Title
Cited by
Cited by
Year
How low does ethical leadership flow? Test of a trickle-down model
DM Mayer, M Kuenzi, R Greenbaum, M Bardes, RB Salvador
Organizational behavior and human decision processes 108 (1), 1-13, 2009
16372009
Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership
DM Mayer, K Aquino, RL Greenbaum, M Kuenzi
Academy of management journal 55 (1), 151-171, 2012
10832012
Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification
FO Walumbwa, DM Mayer, P Wang, H Wang, K Workman, AL Christensen
Organizational behavior and human decision processes 115 (2), 204-213, 2011
9992011
Understanding organization-customer links in service settings
B Schneider, MG Ehrhart, DM Mayer, JL Saltz, K Niles-Jolly
Academy of Management Journal 48 (6), 1017-1032, 2005
9632005
Why employees do bad things: Moral disengagement and unethical organizational behavior
C Moore, JR Detert, L Klebe Treviņo, VL Baker, DM Mayer
Personnel Psychology 65 (1), 1-48, 2012
7212012
Good soldiers and good actors: prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors.
AM Grant, DM Mayer
Journal of applied psychology 94 (4), 900, 2009
7012009
How do they get there? An examination of the antecedents of centrality in team networks
KJ Klein, BC Lim, JL Saltz, DM Mayer
Academy of Management Journal 47 (6), 952-963, 2004
6652004
Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader–member exchange in the diversity to turnover relationship.
LH Nishii, DM Mayer
Journal of Applied Psychology 94 (6), 1412, 2009
6002009
Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate
DM Mayer, M Kuenzi, RL Greenbaum
Journal of business ethics 95 (1), 7-16, 2010
5842010
Do servant-leaders help satisfy follower needs? An organizational justice perspective
DM Mayer, M Bardes, RF Piccolo
European Journal of Work and Organizational Psychology 17 (2), 180-197, 2008
4672008
A trickle‐down model of abusive supervision
MB Mawritz, DM Mayer, JM Hoobler, SJ Wayne, SV Marinova
Personnel Psychology 65 (2), 325-357, 2012
4662012
A global investigation into the constellation of consumer attitudes toward global and local products
JBEM Steenkamp, MG De Jong
Journal of Marketing 74 (6), 18-40, 2010
4592010
On the ethics of intervention in human psychological research: With special reference to the Stanford prison experiment
PG Zimbardo
Cognition 2, 2017
3932017
Understanding attitudes toward affirmative action programs in employment: Summary and meta-analysis of 35 years of research.
DA Harrison, DA Kravitz, DM Mayer, LM Leslie, D Lev-Arey
Journal of Applied Psychology 91 (5), 1013, 2006
3492006
The precursors and products of justice climates: Group leader antecedents and employee attitudinal consequences
D Mayer, L Nishii, B Schneider, H Goldstein
Personnel Psychology 60 (4), 929-963, 2007
3412007
Top management team advice seeking and exploratory innovation: The moderating role of TMT heterogeneity
AS Alexiev, JJP Jansen, FAJ Van den Bosch, HW Volberda
Journal of Management Studies 47 (7), 1343-1364, 2010
3342010
Meta-analyzing ownership concentration and firm performance in Asia: Towards a more fine-grained understanding
PP Heugens, M Van Essen, JH van Oosterhout
Asia Pacific Journal of Management 26 (3), 481-512, 2009
3012009
Me or we? The role of personality and justice as other-centered antecedents to innovative citizenship behaviors within organizations.
H Moon, D Kamdar, DM Mayer, R Takeuchi
Journal of applied psychology 93 (1), 84, 2008
2972008
Trickle-down effects of supervisor perceptions of interactional justice: A moderated mediation approach.
ML Ambrose, M Schminke, DM Mayer
Journal of Applied Psychology 98 (4), 678, 2013
2092013
When does self-sacrificial leadership motivate prosocial behavior? It depends on followers’ prevention focus.
D De Cremer, DM Mayer, M Van Dijke, BC Schouten, M Bardes
Journal of Applied Psychology 94 (4), 887, 2009
1942009
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