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D-Index & Metrics

Social Sciences and Humanities

D-Index
35
Citations
16314
World Ranking
6563
National Ranking
3171

Overview

D. Scott DeRue is affiliated with the University of Michigan-Ann Arbor in the United States. Their research primarily spans fields related to Business, Management and Accounting, with a focus on Organizational Behavior and Human Resource Management.

Their work covers several interconnected subfields, including Sociology and Political Science, Social Psychology, and Information Systems and Management. The scientist's main topics of study include:

  • Job Satisfaction and Organizational Behavior
  • Social and Intergroup Psychology
  • Risk Perception and Management
  • Cultural Differences and Values
  • Management and Organizational Studies
  • Ethics in Business and Education
  • Management Theory and Practice

D. Scott DeRue has published articles in recognized academic venues. Frequent publication outlets include:

  • Journal of Leadership & Organizational Studies
  • Organization Science

Among the recent papers authored or co-authored by DeRue are:

  • The Risky Side of Leadership: Conceptualizing Risk Perceptions in Informal Leadership and Investigating the Effects of Their Over-Time Changes in Teams (2020, Organization Science)
  • Turning a Blind or Critical Eye to Leader Value Breaches: The Role of Value Congruence in Employee Perceptions of Leader Integrity (2020, Journal of Leadership & Organizational Studies)
  • Leading When the Boss is Present: How Leadership Structure Schemas Affect Leadership Behavior (2022, Journal of Leadership & Organizational Studies)

The scientist collaborates frequently with other researchers. Notable co-authors include:

  • Susan J. Ashford
  • Chen Zhang
  • Jennifer D. Nahrgang
  • Ned Wellman
  • Jeffrey Sanchez-Burks

The publication record of D. Scott DeRue indicates contributions to organizational behavior, leadership studies, and aspects of ethical and social psychology within business contexts. Their work also investigates risk perception related to leadership dynamics in team settings.

Best Publications

  • The convergent and discriminant validity of subjective fit perceptions.

    Daniel M. Cable;D. Scott DeRue

  • TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META-ANALYTIC TEST OF THEIR RELATIVE VALIDITY

    D. Scott Derue;Jennifer D. Nahrgang;Ned Wellman;Stephen E. Humphrey

  • Who will Lead and Who will Follow? a Social Process of Leadership Identity Construction in Organizations

    D. Scott DeRue;Susan J. Ashford

  • Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes

    Frederick P. Morgeson;D. Scott DeRue;Elizabeth P. Karam

  • Developing Leaders via Experience: The Role of Developmental Challenge, Learning Orientation, and Feedback Availability

    D. Scott DeRue;Ned Wellman

  • When can employees have a family life? The effects of daily workload and affect on work-family conflict and social behaviors at home.

    Remus Ilies;Kelly M. Schwind;David T. Wagner;Michael D. Johnson

  • Adaptive leadership theory: Leading and following as a complex adaptive process

    D. Scott DeRue

  • Does power corrupt or enable? When and why power facilitates self-interested behavior

    Katherine A DeCelles;D Scott DeRue;Joshua D Margolis;Tara L Ceranic

  • The riddle of heterarchy: : power transitions in cross-functional teams

    Federico Aime;Stephen E. Humphrey;D. Scott DeRue;Jeffrey B. Paul

  • A quasi-experimental study of after-event reviews and leadership development.

    D. Scott DeRue;Jennifer D. Nahrgang;John R. Hollenbeck;Kristina Workman

  • Learning Agility: In Search of Conceptual Clarity and Theoretical Grounding

    D. Scott DeRue;Susan J. Ashford;Christopher G. Myers

  • Bridging the gap between I/O research and HR practice: Improving team composition, team training, and team task design

    John R. Hollenbeck;D. Scott DeRue;Rick Guzzo

  • Event criticality, urgency, and duration: Understanding how events disrupt teams and influence team leader intervention

    Frederick P. Morgeson;D. Scott DeRue

  • Stability and change in person-team and person-role fit over time: the effects of growth satisfaction, performance, and general self-efficacy.

    D. Scott DeRue;Frederick P. Morgeson

  • Developing as a leader: The power of mindful engagement

    Susan J. Ashford;D. Scott DeRue

  • Interpersonal Perceptions and the Emergence of Leadership Structures in Groups: A Network Perspective

    D. Scott DeRue;Jennifer D. Nahrgang;Susan J. Ashford

  • Assuming the mantle: Unpacking the process by which individuals internalize a leader identity.

    D. Scott DeRue;Susan J. Ashford;Natalie C. Cotton

  • Harmful Help: The Costs of Backing-Up Behavior in Teams

    Christopher M. Barnes;John R. Hollenbeck;David T. Wagner;D. Scott DeRue

  • Leadership development: A review and Agenda for future research.

    D. Scott DeRue;Christopher G. Myers

  • The impact of feedback frequency on learning and task performance: Challenging the ‘‘more is better’’ assumption

    Chak Fu Lam;D. Scott DeRue;Elizabeth P. Karam;John R. Hollenbeck

Frequent Co-Authors

John R. Hollenbeck
John R. Hollenbeck Michigan State University
Susan J. Ashford
Susan J. Ashford University of Michigan–Ann Arbor
Frederick P. Morgeson
Frederick P. Morgeson Michigan State University
Daniel R. Ilgen
Daniel R. Ilgen Michigan State University
Christopher M. Barnes
Christopher M. Barnes University of Washington
Daniel M. Cable
Daniel M. Cable London Business School
Donald E. Conlon
Donald E. Conlon Michigan State University
Sim B. Sitkin
Sim B. Sitkin Duke University
David M. Mayer
David M. Mayer University of Michigan–Ann Arbor
Deborah L. Feltz
Deborah L. Feltz Michigan State University

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