Publications Database

Welcome to the new Schulich Peer-Reviewed Publication Database!

The database is currently in beta-testing and will be updated with more features as time goes on. In the meantime, stakeholders are free to explore our faculty’s numerous works. The left-hand panel affords the ability to search by the following:

  • Faculty Member’s Name;
  • Area of Expertise;
  • Whether the Publication is Open-Access (free for public download);
  • Journal Name; and
  • Date Range.

At present, the database covers publications from 2012 to 2020, but will extend further back in the future. In addition to listing publications, the database includes two types of impact metrics: Altmetrics and Plum. The database will be updated annually with most recent publications from our faculty.

If you have any questions or input, please don’t hesitate to get in touch.

 

Search Results

Yeung, E. and Shen, W. (2019). "Can Pride be a Vice and Virtue at Work? Associations Between Authentic and Hubristic Pride and Leadership Behaviors", Journal of Organizational Behavior, 40(6), 605–624.

Open Access Download

Keywords
Abstract Pride, a discrete emotion that drives the pursuits of achievement and status, is crucial to consider in leadership contexts. Across three studies, we explored how leaders' experiences of authentic and hubristic pride were associated with their leadership behaviors. In Study 1, a field study of leader–follower dyads, leader trait authentic pride was associated with the use of more effective (i.e., consideration and initiating structure) and fewer ineffective (i.e., abusive supervision) leadership behaviors, and hubristic pride was associated with more abusive behaviors. In Study 2, a daily diary study, on days when leaders experienced more authentic pride than usual, they used more effective leadership behaviors than usual, whereas on days when leaders experienced more hubristic pride than typical, they were more likely to engage in abusive supervision than typical. In Study 3, a scenario‐based experiment, leaders who experienced more authentic pride in response to our experimental manipulation were more likely to intend to use effective leadership behaviors. In contrast, those who experienced more hubristic pride were less likely to use these behaviors and more likely to intend to be abusive. Overall, this work highlights the importance of pride for leadership processes and the utility of examining discrete and self‐conscious emotions within organizations.