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

Brees, J.R., Kessler, S.R., Mahoney, K.T., Martinko, M.J., Randolph-Seng, B. and Shen, W. (2018). "An Examination of the Influence of Implicit Theories, Attribution Styles, and Performance Cues on Questionnaire Measures of Leadership", Journal of Leadership and Organizational Studies, 25, 116-133.

Open Access Download

Keywords
Abstract We examined the direct and interactive effects of respondents’ implicit leadership theories (ILTs), attribution styles, and performance cues on leadership perceptions. After first assessing respondents’ implicit leadership theories and attribution styles, the participants were randomly assigned to one of nine performance cue conditions ([leader performance: low vs. average vs. high] × [follower performance: low vs. average vs. high]), observed the same leader’s behavior via video, and rated the leader by completing three leadership questionnaires. The results supported the notion that these three components of information have both direct and interactive effects on leadership perceptions as measured by the questionnaires. The three components of information accounted for about 10% of the variance in the three questionnaires. The results contribute to theories of information processing by demonstrating how ILTs, attribution styles, and performance cues interact to predict leadership perceptions. Implications regarding the meaningfulness, construct validity, and utility of leadership scales are discussed.