Eric Kearney

Organizational Behavior and Human Resource Management · 2008–2021

A researcher in the Science corpus: 8 papers; trusts 55 researchers and is trusted by 28 researchers here, as inferred from the citation graph.

Subfields

• Organizational Behavior and Human Resource Management — 178 citations into it; #1,143 of 8,741 by trust here, #1,033 by citations
• Social Psychology — 103 citations into it; #13,499 of 15,694 by trust here, #4,654 by citations
• Gender Studies — 60 citations into it; #273 of 4,924 by trust here, #162 by citations
• Sociology and Political Science — 56 citations into it
• Strategy and Management — 36 citations into it; #3,878 of 10,874 by trust here, #7,168 by citations
• Management Science and Operations Research — 24 citations into it
• General Health Professions — 21 citations into it
• Experimental and Cognitive Psychology — 17 citations into it

Whom Eric Kearney trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. P. Bliese
2. Gerben van der Vegt
3. D. van Knippenberg
4. David A. Harrison
5. P. Shrout
6. G. Stewart
7. L. Bruno
8. M. Schippers
9. T. Judge
10. J. Stuart Bunderson

Who trusts Eric Kearney overall

1. D. van Knippenberg
2. Sim B. Sitkin
3. Christian Vandenberghe
4. Tanja Hentschel
5. A. Pieterse
6. Meir Shemla
7. I. Hoever
8. H. Dijk
9. Julia E. Hoch
10. Thomas W. H. Ng

Papers from Eric Kearney's perspective

Ordered by how strongly the researchers Eric Kearney trusts endorse each paper. Same corpus, a different order for every researcher.

1. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
2. LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS
3. Work Groups and Teams in Organizations
4. Task versus relationship conflict, team performance, and team member satisfaction: a meta-analysis. (Journal of Applied Psychology)
5. Time, Teams, and Task Performance: Changing Effects of Surface- and Deep-Level Diversity on Group Functioning
6. Transformational and transactional leadership: a meta-analytic test of their relative validity. (Journal of Applied Psychology)
7. Deep-level composition variables as predictors of team performance: a meta-analysis. (Journal of Applied Psychology)
8. Impact of highly and less job-related diversity on work group cohesion and performance: a meta-analysis
9. What's the difference? Diversity constructs as separation, variety, or disparity in organizations.
10. Mediation in experimental and nonexperimental studies: new procedures and recommendations. (Psychological methods)

Their papers

• WHEN AND HOW DIVERSITY BENEFITS TEAMS: THE IMPORTANCE OF TEAM MEMBERS' NEED FOR COGNITION (2009) — 593 citations
• Perceived Diversity and Team Functioning (2013) — 115 citations
• How and when paradoxical leadership benefits work engagement: The role of goal clarity and work autonomy (2021) — 103 citations
• A paradox perspective on the interactive effects of visionary and empowering leadership (2019) — 121 citations
• Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level (2015) — 96 citations
• Managing diversity and enhancing team outcomes: the promise of transformational leadership. (2009) — 647 citations
• Size Does Matter: How Varying Group Sizes in a Sample Affect the Most Common Measures of Group Diversity (2009) — 169 citations
• Age differences between leader and followers as a moderator of the relationship between transformational leadership and team performance (2008) — 124 citations