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

Brown, D.J., Douglas, J.B., Kwok, N. and Shen, W. (2020). "I can, I am: Differential Predictors of Leader Efficacy and Identity Trajectories in Leader Development", The Leadership Quarterly, Special Issue: “21st Century Leadership Development”.

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Abstract Despite significant attention devoted to outcomes of formal leadership training, little is known about how individuals develop during these programs. The current study examined developmental trajectories of leader efficacy and identity, two proximal outcomes supporting leadership effectiveness, in a six-week leadership training course (N = 240). Testing competing predictions between developmental readiness and developmental need perspectives, we examined whether learning goal orientation (LGO) and motivation to lead (MTL) predicted development of trainees' leader self-views. Latent growth modeling results revealed leader efficacy developed linearly, whereas leader identity developed quadratically (i.e., positive change with slowing growth over time). Results for leader efficacy supported the developmental need perspective, as individuals lower on affective MTL exhibited greater changes to their leader efficacy, which was further moderated by LGO. In contrast, individuals higher and lower on LGO developed equally on leader identity, albeit via different trajectories. Implications for leadership theory and practice are discussed.

Brown, D.J., Hanig, S., Kwok, N. and Shen, W. (2018). "How Leader Role Identity Influences the Process of Leader Emergence: A Social Network Analysis", The Leadership Quarterly, 29, 648-662.

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Abstract Contemporary theories on leadership development emphasize the importance of having a leader identity in building leadership skills and functioning effectively as leaders. We build on this approach by unpacking the role leader identity plays in the leader emergence process. Taking the perspective that leadership is a dynamic social process between group members, we propose a social network-based process model whereby leader role identity predicts network centrality (i.e., betweenness and indegree), which then contributes to leader emergence. We test our model using a sample of 88 cadets participating in a leadership development training course. In support of our model, cadets who possess a stronger leader role identity at the beginning of the course were more likely to emerge as leaders. However this relationship was only mediated by one form of network centrality, indegree centrality, reflecting one's ability to build relationships within one's group. Implications for research and practice are discussed.