Michael D. Collins

Organizational Behavior and Human Resource Management · 2015

A researcher in the Science corpus: 1 paper; trusts 21 researchers and is trusted by 4 researchers here, as inferred from the citation graph.

Subfields

• Organizational Behavior and Human Resource Management — 25 citations into it; #5,368 of 8,741 by trust here, #7,689 by citations
• Social Psychology — 19 citations into it
• Experimental and Cognitive Psychology — 12 citations into it
• Sociology and Political Science — 12 citations into it
• Clinical Psychology — 11 citations into it; #4,298 of 8,024 by trust here, #6,769 by citations

Whom Michael D. Collins trusts overall

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

1. L. R. Goldberg
2. Barbara M. Byrne
3. T. Little
4. Mark A. Griffin
5. Bennett J. Tepper
6. T. Judge
7. J. Bono
8. Mary B. Mawritz
9. R. Tett
10. James A. Bovaird

Who trusts Michael D. Collins overall

1. Antonia J. Kaluza
2. Diana Boer
3. Claudia Buengeler

Papers from Michael D. Collins's perspective

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

1. Five-factor model of personality and transformational leadership. (Journal of Applied Psychology)
2. Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda
3. Personality and transformational and transactional leadership: a meta-analysis. (Journal of Applied Psychology)
4. Consequences of Abusive Supervision
5. Situation Trait Relevance, Trait Expression, and Cross-Situational Consistency: Testing a Principle of Trait Activation
6. PERSONALITY PROCESSES AND INDIVIDUAL DIFFERENCES An Alternative "Description of Personality": The Big-Five Factor Structure
7. Structural equation modeling with EQS : basic concepts, applications, and programming
8. Development and validation of brief measures of positive and negative affect: the PANAS scales.
9. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
10. Destructive leadership behaviour: A definition and conceptual model.

Their papers

• A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership (2015) — 101 citations