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.
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.
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.
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.
Leadership Processes and Follower Self-identity
Robert G. Lord;Douglas J. Brown.
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.
The Development and Validation of the Workplace Ostracism Scale
D. Lance Ferris;Douglas J. Brown;Joseph W. Berry;Huiwen Lian.
Leadership, values, and subordinate self-concepts
Robert G Lord;Douglas J Brown.
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.
Contextual constraints on prototype generation and their multilevel consequences for leadership perceptions
Robert G Lord;Douglas J Brown;Jennifer L Harvey;Rosalie J Hall.
Proactive personality and the successful job search: A field investigation with college graduates.
Douglas J. Brown;Richard T. Cober;Kevin Kane;Paul E. Levy.
Does Power Distance Exacerbate or Mitigate the Effects of Abusive Supervision? It Depends on the Outcome
Huiwen Lian;D. Lance Ferris;Douglas J. Brown.
Female first, leader second? Gender bias in the encoding of leadership behavior
Kristyn A. Scott;Douglas J. Brown.
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.
If you think any of the details on this page are incorrect, let us know.
We appreciate your kind effort to assist us to improve this page, it would be helpful providing us with as much detail as possible in the text box below: