Leader-Team Congruence in Power Distance Values and Team Effectiveness: The Mediating Role of Procedural Justice Climate von Cole, Michael S., Carter, Min Z., Zhang, Zhen

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Shared Authentic Leadership and New Venture Performance von Hmieleski, Keith M., Cole, Michael S., Baron, Robert A.

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Developing and Testing a Dynamic Model of Workplace Incivility Change von Taylor, Shannon G., Bedeian, Arthur G., Cole, Michael S., Zhang, Zhen

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Affective Mechanisms Linking Dysfunctional Behavior to Performance in Work Teams: A Moderated Mediation Study von Cole, Michael S, Walter, Frank, Bruch, Heike

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Organizational identity strength, identification, and commitment and their relationships to turnover intention: does organizational hierarchy matter? von Cole, Michael S., Bruch, Heike

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Organizational Justice and Individuals' Withdrawal: Unlocking the Influence of Emotional Exhaustion von Cole, Michael S., Bernerth, Jeremy B., Walter, Frank, Holt, Daniel T.

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Emotion as mediators of the relations between perceived supervisor support and psychological hardiness on employee cynicism von Cole, Michael S., Bruch, Heike, Vogel, Bernd

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Within-group agreement: On the use (and misuse) of rWG and rWG(J) in leadership research and some best practice guidelines von Biemann, Torsten, Cole, Michael S., Voelpel, Sven

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Linking leader behavior and leadership consensus to team performance: Integrating direct consensus and dispersion models of group composition von Cole, Michael S., Bedeian, Arthur G., Bruch, Heike

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Hurry up! The role of supervisors’ time urgency and self‐perceived status for autocratic leadership and subordinates’ well‐being von Briker, Roman, Walter, Frank, Cole, Michael S

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The consequences of (not) seeing eye‐to‐eye about the past: The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior von Briker, Roman, Walter, Frank, Cole, Michael S

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Unpacking the Microdynamics of Multiplex Peer Developmental Relationships: A Mutuality Perspective von Methot, Jessica R., Cole, Michael S.

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Actions are authentic, but are leaders? A reconceptualization of authenticity and leadership practice von Helmuth, Catherine A., Cole, Michael S., Vendette, Sebastien

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When Challenges Hinder: An Investigation of When and How Challenge Stressors Impact Employee Outcomes von Rosen, Christopher C, Dimotakis, Nikolaos, Cole, Michael S, Taylor, Shannon G, Simon, Lauren S, Smith, Troy A, Reina, Christopher S

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Control Variables in Leadership Research: A Qualitative and Quantitative Review von Bernerth, Jeremy B., Cole, Michael S., Taylor, Erik C., Walker, H. Jack

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The Contingent Effects of Intrateam Abusive Behavior on Team Thriving and New Venture Performance von Hmieleski, Keith M., Cole, Michael S.

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Job Burnout and Employee Engagement: A Meta-Analytic Examination of Construct Proliferation von Cole, Michael S., Walter, Frank, Bedeian, Arthur G., O’Boyle, Ernest H.

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The (In)Congruence Effect of Leaders' Narcissism Identity and Reputation on Performance: A Socioanalytic Multistakeholder Perspective von Bernerth, Jeremy B., Carter, Min Z., Cole, Michael S.

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Laughing All the Way to the Bank: The Joint Roles of Shared Coping Humor and Entrepreneurial Team-Efficacy in New Venture Performance von Hmieleski, Keith M., Cole, Michael S.

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Emotional Intelligence: Sine Qua Non of Leadership or Folderol? von Walter, Frank, Cole, Michael S., Humphrey, Ronald H.

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