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D-Index & Metrics

Business and Management

D-Index
51
Citations
20389
World Ranking
905
National Ranking
391

Psychology

D-Index
50
Citations
20209
World Ranking
5324
National Ranking
2911

Overview

Leanne E. Atwater is affiliated with the University of Houston in the United States. Their research spans primarily the field of Social Sciences, with a focus on subfields such as Sociology and Political Science, Organizational Behavior and Human Resource Management, Social Psychology, Gender Studies, and Strategy and Management.

The main topics addressed in their work include job satisfaction and organizational behavior, work-family balance challenges, employment and welfare studies, gender diversity and inequality, workplace violence and bullying, ethics in business and education, and organizational leadership and management strategies.

Notable recent publications by Leanne E. Atwater include:

  • Supporting the productivity and wellbeing of remote workers, 2021, Organizational Dynamics
  • Supportive leadership and job performance: Contributions of supportive climate, team-member exchange (TMX), and group-mean TMX, 2021, Journal of Business Research
  • The era of #MeToo and what managers should do about it, 2021, Business Horizons
  • Strategy Implementation Capability: The Role of Middle Manager Leadership and Coordination, 2020, Academy of Management Proceedings
  • Gendered implications of organizational gender diversity for voluntary turnover: human resource practices as strategic levers, 2024, The International Journal of Human Resource Management

Frequent coauthors collaborating with Atwater are:

  • Dustin Maneethai
  • Thomas J. George
  • Juan M. Madera
  • Min-Kyu Joo
  • Alex Tawse

Their work has been published repeatedly in several venues, with multiple contributions to:

  • Academy of Management Proceedings
  • Organizational Dynamics
  • SSRN Electronic Journal
  • Journal of Business Research
  • Business Horizons

Best Publications

  • Advances in leader and leadership development: A review of 25 years of research and theory

    David V. Day;John W. Fleenor;Leanne E. Atwater;Rachel E. Sturm

  • Toward a model of the effective transfer of scientific knowledge from academicians to practitioners: qualitative evidence from the commercialization of university technologies.

    Donald S Siegel;David A Waldman;Leanne E Atwater;Albert N Link

  • Commercial knowledge transfers from universities to firms: improving the effectiveness of university–industry collaboration

    Donald S Siegel;David A Waldman;Leanne E Atwater;Albert N Link

  • The Transformational and Transactional Leadership of Men and Women

    Bernard M. Bass;Bruce J. Avolio;Leanne Atwater

  • Transformational leadership and team performance

    Shelley D. Dionne;Francis J. Yammarino;Leanne E. Atwater;William D. Spangler

  • DOES SELF‐OTHER AGREEMENT ON LEADERSHIP PERCEPTIONS MODERATE THE VALIDITY OF LEADERSHIP AND PERFORMANCE PREDICTIONS?

    Leanne E. Atwater;Francis J. Yammarino

  • LEADER DISTANCE: A REVIEW AND A PROPOSED THEORY

    John Antonakis;Leanne Atwater

  • 360° feedback: Accuracy, reactions, and perceptions of usefulness.

    Joan F. Brett;Leanne E. Atwater

  • SELF‐OTHER AGREEMENT: DOES IT REALLY MATTER?

    Leanne E. Atwater;Cheri Ostroff;Francis J. Yammarino;John W. Fleenor

  • Leader–member exchange, feelings of energy, and involvement in creative work

    Leanne Atwater;Abraham Carmeli

  • THE INFLUENCE OF UPWARD FEEDBACK ON SELF‐ AND FOLLOWER RATINGS OF LEADERSHIP

    Leanne Atwater;Paul Roush;Allison Fischthal

  • Do managers see themselves as other see them? Implications of self-other rating agreement for human resources management

    Francis J. Yammarino;Leanne E. Atwater

  • Self–other rating agreement in leadership: A review.

    John W. Fleenor;James W. Smither;Leanne E. Atwater;Phillip W. Braddy

  • Self-other rating agreement: A review and model.

    Leanne E. Atwater;Francis J. Yammarino

  • Understanding self‐perception accuracy: Implications for human resource management

    Francis J. Yammarino;Leanne E. Atwater

  • Personal Attributes as Predictors of Superiors' and Subordinates' Perceptions of Military Academy Leadership

    Leanne E. Atwater;Francis J. Yammarino

  • AN UPWARD FEEDBACK FIELD EXPERIMENT: SUPERVISORS' CYNICISM, REACTIONS, AND COMMITMENT TO SUBORDINATES

    Leanne E. Atwater;David A. Waldman;David Atwater;Priscilla Cartier

  • UNDERSTANDING SELF-OTHER AGREEMENT: A LOOK AT RATER AND RATEE CHARACTERISTICS, CONTEXT, AND OUTCOMES

    Cheri Ostroff;Leanne E. Atwater;Barbara J. Feinberg

  • Evaluating self and others in electronic and face-to-face groups.

    Suzanne Weisband;Leanne Atwater

  • The leadership challenge: How to keep getting extraordinary things done in organizations

    Leanne E. Atwater

Frequent Co-Authors

David A. Waldman
David A. Waldman Arizona State University
Francis J. Yammarino
Francis J. Yammarino Binghamton University
James W. Smither
James W. Smither La Salle University
Bruce J. Avolio
Bruce J. Avolio University of Washington
Cheri Ostroff
Cheri Ostroff University of South Australia
Albert N. Link
Albert N. Link University of North Carolina at Greensboro
John Antonakis
John Antonakis University of Lausanne
Donald S. Siegel
Donald S. Siegel Arizona State University
Bernard M. Bass
Bernard M. Bass Binghamton University
Mo Wang
Mo Wang University of Florida

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