D-Index & Metrics Best Publications

D-Index & Metrics D-index (Discipline H-index) only includes papers and citation values for an examined discipline in contrast to General H-index which accounts for publications across all disciplines.

Discipline name D-index D-index (Discipline H-index) only includes papers and citation values for an examined discipline in contrast to General H-index which accounts for publications across all disciplines. Citations Publications World Ranking National Ranking
Psychology D-index 39 Citations 12,734 110 World Ranking 5830 National Ranking 390

Overview

What is he best known for?

The fields of study he is best known for:

  • Social psychology
  • Self-esteem
  • Industrial and organizational psychology

Social psychology, Leadership, Job attitude, Job performance and Self-concept are his primary areas of study. His research in Social psychology intersects with topics in Applied psychology and Usability. His work carried out in the field of Leadership brings together such families of science as Transformational leadership and Shared leadership.

His work on Contextual performance as part of his general Job attitude study is frequently connected to Discriminant validity, thereby bridging the divide between different branches of science. Douglas J. Brown has researched Job performance in several fields, including Scale and Ostracism. His work deals with themes such as Interpersonal communication, Social relation and Information processing, which intersect with Self-concept.

His most cited work include:

  • Understanding the Dynamics of Leadership: The Role of Follower Self-Concepts in the Leader/Follower Relationship. (444 citations)
  • Leadership Processes and Follower Self-identity (358 citations)
  • The Development and Validation of the Workplace Ostracism Scale (357 citations)

What are the main themes of his work throughout his whole career to date?

Douglas J. Brown mainly investigates Social psychology, Abusive supervision, Deviance, Personality and Job performance. His Social psychology study frequently draws parallels with other fields, such as Supervisor. He studied Abusive supervision and Moderated mediation that intersect with Organizational behavior.

Douglas J. Brown interconnects Developmental psychology and Organizational commitment in the investigation of issues within Deviance. His Self-control research incorporates elements of Hostility and Aggression. His Self-esteem research is multidisciplinary, relying on both Workplace deviance and Interpersonal communication.

He most often published in these fields:

  • Social psychology (72.82%)
  • Abusive supervision (19.42%)
  • Deviance (12.62%)

What were the highlights of his more recent work (between 2014-2020)?

  • Social psychology (72.82%)
  • Abusive supervision (19.42%)
  • Supervisor (8.74%)

In recent papers he was focusing on the following fields of study:

The scientist’s investigation covers issues in Social psychology, Abusive supervision, Supervisor, Engineering ethics and Mindfulness. Douglas J. Brown integrates Social psychology and Perspective in his research. Douglas J. Brown works mostly in the field of Mindfulness, limiting it down to topics relating to Hostility and, in certain cases, Self-concept and Aggression, as a part of the same area of interest.

He usually deals with Interpersonal communication and limits it to topics linked to Contingent self-esteem and Ostracism. Douglas J. Brown has included themes like Construct validity, Social comparison theory, Organizational culture and Organizational justice in his Deviance study. His study in the field of Ego depletion is also linked to topics like Business management and Component.

Between 2014 and 2020, his most popular works were:

  • Ostracism, Self-Esteem, and Job Performance: When Do We Self-Verify and When Do We Self-Enhance? (106 citations)
  • Self-Control at Work (94 citations)
  • Why Are Abusive Supervisors Abusive? A Dual-system Self-control Model (81 citations)

In his most recent research, the most cited papers focused on:

  • Social psychology
  • Self-esteem
  • Industrial and organizational psychology

Douglas J. Brown spends much of his time researching Social psychology, Self-control, Measurement invariance, Mindfulness and Hostility. His Social psychology study frequently draws connections between adjacent fields such as Social isolation. In general Self-control, his work in Ego depletion is often linked to Component, Business management and Resource depletion linking many areas of study.

Douglas J. Brown integrates many fields, such as Measurement invariance, Scale validity, Cognitive psychology, Industrial and organizational psychology, Survey methodology and Social comparison theory, in his works. His research in Mindfulness intersects with topics in Self-concept and Abusive supervision. His biological study spans a wide range of topics, including Aggression and Dysfunctional family.

This overview was generated by a machine learning system which analysed the scientist’s body of work. If you have any feedback, you can contact us here.

Best Publications

Leadership Processes and Follower Self-identity

Robert G. Lord;Douglas J. Brown.
(2003)

1029 Citations

Understanding the Dynamics of Leadership: The Role of Follower Self-Concepts in the Leader/Follower Relationship.

Robert G Lord;Douglas J Brown;Steven J Freiberg.
(1999)

992 Citations

The Development and Validation of the Workplace Ostracism Scale

D. Lance Ferris;Douglas J. Brown;Joseph W. Berry;Huiwen Lian.
(2008)

903 Citations

Leadership, values, and subordinate self-concepts

Robert G Lord;Douglas J Brown.
(2001)

785 Citations

Examining the roles of job involvement and work centrality in predicting organizational citizenship behaviors and job performance

James M. Diefendorff;Douglas J. Brown;Allen M. Kamin;Robert G. Lord.
(2002)

782 Citations

Contextual constraints on prototype generation and their multilevel consequences for leadership perceptions

Robert G Lord;Douglas J Brown;Jennifer L Harvey;Rosalie J Hall.
(2001)

685 Citations

Proactive personality and the successful job search: A field investigation with college graduates.

Douglas J. Brown;Richard T. Cober;Kevin Kane;Paul E. Levy.
(2006)

514 Citations

Does Power Distance Exacerbate or Mitigate the Effects of Abusive Supervision? It Depends on the Outcome

Huiwen Lian;D. Lance Ferris;Douglas J. Brown.
(2012)

496 Citations

Female first, leader second? Gender bias in the encoding of leadership behavior

Kristyn A. Scott;Douglas J. Brown.
(2006)

377 Citations

Does taking the good with the bad make things worse? How abusive supervision and leader–member exchange interact to impact need satisfaction and organizational deviance

Huiwen Lian;D. Lance Ferris;Douglas J. Brown.
(2012)

374 Citations

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