| Algorithm appreciation: People prefer algorithmic to human judgment |
30 |
| Does team communication represent a one-size-fits-all approach?: A meta analysis of team communication and performance |
23 |
| When corporate social responsibility motivates employee citizenship behavior: The sensitizing role of task significance |
19 |
| Social support at work and at home: Dual-buffering effects in the work-family conflict process |
18 |
| A bi-factor theory of the four-factor model of cultural intelligence: Meta-analysis and theoretical extensions |
18 |
| Low power individuals in social power research: A quantitative review, theoretical framework, and empirical test |
18 |
| Curiosity made the cat more creative: Specific curiosity as a driver of creativity |
13 |
| Stake size effects in ultimatum game and dictator game offers: A meta-analysis |
11 |
| Creativity under workload pressure and integrative complexity: The double-edged sword of paradoxical leadership |
11 |
| Does gender diversity help teams constructively manage status conflict? An evolutionary perspective of status conflict, team psychological safety, and team creativity |
10 |
| Mindfulness Meditation Impairs Task Motivation but Not Performance |
10 |
| Choosing for others and its relation to information search |
10 |
| The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior |
10 |
| The shortest path to oneself leads around the world: Living abroad increases self-concept clarity |
10 |
| Reconceptualizing goal setting's dark side: The ethical consequences of learning versus outcome goals |
9 |
| Supervisory consequences of abusive supervision: An investigation of sense of power, managerial self-efficacy, and task-oriented leadership behavior |
9 |
| Sacrificing status for social harmony: Concealing relatively high status identities from one's peers |
9 |
| Who cares if service with a smile is authentic? An expectancy-based model of customer race and differential service reactions |
9 |
| The interpersonal effects of emotion intensity in customer service: Perceived appropriateness and authenticity of attendants' emotional displays shape customer trust and satisfaction |
9 |
| A paradox perspective on the interactive effects of visionary and empowering leadership |
8 |
| Trash-talking: Competitive incivility motivates rivalry, performance, and unethical behavior |
8 |
| Speaking out and speaking up in multicultural settings: A two-study examination of cultural intelligence and voice behavior |
8 |
| Helping one or helping many? A theoretical integration and meta-analytic review of the compassion fade literature |
7 |
| No self to spare: How the cognitive structure of the self influences moral behavior |
7 |
| Leader consultation mitigates the harmful effects of leader narcissism: A belongingness perspective |
7 |
| The role of paradox theory in decision making and management research |
6 |
| Seeker beware: The interpersonal costs of ignoring advice |
6 |
| When sharing hurts: How and why self-disclosing weakness undermines the task-oriented relationships of higher status disclosers |
6 |
| The prosocial side of power: How structural power over subordinates can promote social responsibility |
6 |
| How temporal and social comparisons in performance evaluation affect fairness perceptions |
6 |
| The impression management benefits of humorous self-disclosures: How humor influences perceptions of veracity |
5 |
| Nostalgia promotes intrinsic motivation and effort in the presence of low interactional justice |
5 |
| Toward a theory of meta-paradoxical leadership |
5 |
| The macroeconomic environment and the psychology of work evaluation |
5 |
| Effects of group-discussion integrative complexity on intergroup relations in a social dilemma |
5 |
| The embedding forces of network commitment: An examination of the psychological processes linking advice centrality and susceptibility to social influence |
5 |
| Paternalistic lies |
4 |
| When social identity threat leads to the selection of identity-reinforcing options: The role of public self-awareness |
4 |
| Losing your temper and your perspective: Anger reduces perspective-taking |
4 |
| Paradoxical leader behavior in long-term corporate development: Antecedents and consequences |
4 |
| How organizational actors live out paradoxical tensions through power relations: The case of a youth prison |
4 |
| Conflict of interest disclosure as a reminder of professional norms: Clients first! |
4 |
| The role of Prominent Numbers in open numerical judgment: Strained decision makers choose from a limited set of accessible numbers |
4 |
| Eliciting the truth, the whole truth, and nothing but the truth: The effect of question phrasing on deception |
4 |
| Leader power, power stability, and interpersonal trust |
4 |
| If hierarchical, then corrupt: Exploring people's tendency to associate hierarchy with corruption in organizations |
4 |
| Development of a bipartite measure of social hierarchy: The perceived power and perceived status scales |
3 |
| The consequences of humility for leaders: A double-edged sword |
3 |
| Building trust by tearing others down: When accusing others of unethical behavior engenders trust |
3 |
| The (bounded) benefits of correction: The unanticipated interpersonal advantages of making and correcting mistakes |
3 |
