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Our People

Professor Robert Lord

B.A, MSc, PhD

Professor of Leadership

Robert G. Lord was a Distinguished Professor of Psychology at the University of Akron where he held a position for 38 years prior to joining the Durham Business School. He received his PhD from Carnegie-MellonUniversity in 1975.

Biography

Robert G. Lord was a Distinguished Professor of Psychology at the University of Akron where he held a position for 38 years prior to joining the Durham Business School. He received his PhD from Carnegie-MellonUniversity in 1975.

He has published more than 125 journal articles and book chapters in leading I/O, psychology, and management sources. His research focuses on motivation and self-regulation, leadership perceptions and leadership skill development, information processing, ethical leadership behaviour, leader behaviour measurement, complexity leadership theory, and alternative perspectives on knowledge.

He recently received the 2009 Leadership Quarterly distinguished scholar award for career contribution to the study of leadership and the Society for Industrial and Organizational Psychology Distinguished Scientific Contribution award for career contributions in 2012.

He is an editorial board member of Organizational Behavior and Human Decision Processes, Leadership Quarterly, and the Journal of Applied Social Psychology. He has co-authored the books Leadership and Information Processing: Linking Perceptions and Performance with Karen Maher, and Leadership Processes and Follower Self-Identity with Douglas Brown. He co-edited Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior with Richard Klimoski and Ruth Kanfer.

Dr Lord is a Fellow of the American Psychological Association and the Association for Psychological Sciences.

Research Interests

  • Leadership
  • Complexity theory
  • Motivation
  • Information Processing and Decision Making
  • Social Cognitions

Research Groups

Publications

    Authored book

  • Lord, R.G. & Brown, D.J. (2004). Leadership processes and follower self-identity. Mahwah, N. J.: Lawrence Erlbaum Associates.
  • Lord, R.G. & Maher, K.J. (1994). Leadership and Information Processing: Linking Perceptions and Organizational Performance. New edition. New York: Routledge, Chapman Hall.
  • Lord, R.G. & Maher, K.J. (1991). Leadership and Information Processing: Linking Perceptions and Organizational Performance. New York: Routledge, Chapman & Hall.
  • Chapter in book

  • Dinh, J. E., Lord, R. G. & Hoffman, E. (2013). Leadership perception and information processing: Influences of symbolic, connectionist, emotion, and embodied architectures. In The Oxford Handbook of Leadership and Organizations. Day, D.V. New York: Oxford University Press. In Press.
  • Lord, R.G. & Dinh, J.E. (2012). Aggregation processes and levels of analysis as organizing structures for leadership theory. In The Nature of Leadership. Day, D.V. & Antonaki, J. Los Angeles, CA: Sage. 29-65.
  • Lord, R.G., Hall, R.J. & Halpin, S.M. (2011). Leadership skill development and divergence: A model for the early effects of gender and race on leadership development. In Early development and leadership: Building the next generation of leaders. Murphy, S.M. & Reichard, R.J. New York: Psychology Press/Routledge. 229-252.
  • Hall, R.J., Lord, R.G. & Foster, K.E. (2009). Considerations in applying the social relations model to the study of leadership emergence in groups: a leadership categorization perspective. In Multi-Level Issues in Organizational Behavior and Leadership. Yammarino, F.J. & Dansereau, F. Bingley, UK: Emerald. 8: 193-213.
  • Allen, P., Kaut, K. & Lord, R.G. (2008). Emotion and episodic memory. In Handbook of behavioral neuroscience: Episodic memory research. Dere, E., Easton, A., Nadel, L. & Huston, J.P. Elsevier. 18: 115-132.
  • Lord, R.G. (2008). Follower cognitive structures and affective structures and leadership processes. In Rethinking Followership. Riggio, R.E., Chaleff, I. & Lipman-Blumen, J. San Francisco: Jossey-Bass.
  • Diefendorff, J.M. & Lord, R.G. (2008). Goal striving and self-regulation processes. In Work motivation: Past, Present, and Future. Kanfer, R., Chen, G. & Prichard, R.D. San Francisco: Jossey-Bass. 151-196.
  • Lord, R.G. (2008). Beyond transformational and transactional leadership: Can leaders still lead when they don’t know what to do? In Complexity and leadership volume I: Conceptual foundations. Uhl-Bien, M. & Marion, R. Charlotte, NC: Information Age Publishing. 155-184.
  • Medvedeff, M.E. & Lord, R.G. (2007). Implicit leadership theories as dynamic processing structures. In Follower-centered perspectives on leadership: A tribute to the memory of James R. Meindl. Shamir, B., Pallai, R., Bligh, M.C. & Uhl-Bien, M. Greenwich, CT: Information Age Publishing, Inc. 19-50.
  • Kohari, N.E. & Lord, R.G. (2007). Consequences of interactional (in)justice: A closer look at leader behavior and follower perceptions. In Advances in the psychology of justice and affect. De Cremer, D. Charlotte, NC: Information Age Publishing.
  • Ritter, B. & Lord, R.G. (2004). Mental representations in leadership: Schemas, scripts, and mental models. In Encyclopedia of Leadership. Burns, J.M., Cho, K., Goethals, G.R. & Sorenson, G.J. Thousand Oaks, CA: Sage.
  • Norris-Watts, C. & Lord, R.G. (2004). Attribution Theory and Leadership Processes. In Encyclopedia of Leadership. Burns, J.M., Cho, K., Goethals, G.R. & Sorenson, G.J. Thousand Oaks, CA: Sage.
  • Fischbein, R. & Lord, R.G. (2004). Implicit leadership theories. In Encyclopedia of Leadership. Burns, J.M., Cho, K., Goethals, G.R. & Sorenson, G.J. Thousand Oaks, CA: Sage.
  • Johnson, R.E. & Lord, R.G. (2004). Leadership Categorization Theory. In Encyclopedia of Leadership. Burns, J.M., Cho, K., Goethals, G.R. & Sorenson, G.J. Thousand Oaks, CA: Sage.
  • Lord, R. G. & Hall, R. J. (2003). Identity, leadership categorization, and leadership schema. In Leadership and Power: Identity Processes in Groups and Organizations. van Knippenberg, D. & Hogg, M.A. Newbury Park, CA.:Sage. 48-64.
  • Lord, R.G. & Harvey, J.L. (2002). An information processing framework for emotional regulation. In Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior. Lord, R.G., Klimoski, R. & Kanfer, R. Jossey-Bass, SIOP Frontiers Series Book. 115-146.
  • Lord, R.G. & Kanfer, R. (2002). Emotions and organizational behavior. In Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior. Lord, R.G., Klimoski, R. & Kanfer, R. Jossey-Bass, SIOP Frontiers Series Book. 5-19.
  • Hanges, P.J., Lord, R.G., , Godfrey, E.G. & Raver, J.L. (2002). Modeling nonlinear relationships: Neural networks and catastrophe analysis. In Handbook of research methods in Industrial/Organizational psychology. Rogelberg, S. Oxford, UK: Blackwell. 431-455.
  • Lord, R.G. (2001). Collective construction of a theory of executive leaderhip. In The nature of organizational leadership: Understanding the performance imperatives confronting today's leaders. Zaccaro, S.J. & Klimosky, R.J. Jossey-Bass. 414-436.
  • Lord, R.G., Brown, D.J. & Harvey, J.L. (2001). System constraints on leadership perceptions, behavior and influence: An example of connectionist level processes. In Blackwell Handbook of Social Psychology: Group Processes. Hogg, M.A. & Tindale, R.S. Oxford, UK: Blackwell. 283-310.
  • Brown, D.J. & Lord, R.G. (2001). Leadership and perceiver cognitions: Moving beyond first order constructs. In How people evaluate others in organizations: Person perception and interpersonal judgment in I/O psychology. London, M. Mahwah, NJ: Lawrence Earlbaum. 181-202.
  • Dickson, M.W., Hanges, P.J. & Lord, R. G. (2001). Trends, developments and gaps in cross-cultural research on leadership. In Advances in Global Leadership. Mobley, W. 2: 2-22.
  • Lord, R.G. (2000). Leadership. In Encyclopedia of Psychology. Vol. 3. Kazdin, A.E. Washington, D.C.: American Psychological Association. 3: 775-786.
  • Lord, R.G. & Smith, W.G. (1999). Leadership and the changing nature of work performance. In The Changing Nature of Work: Implications for Staffing, Personnel Actions, and Development. Ilgin, D.R. & Pulakos, E. D. Santa Barbara, CA: New Lexington Press. 192-239.
  • Hall, R.J. & Lord, R.G. (1998). Response to commentaries: The role of within-individual cognitive structures in determining higher-level effects. In Monographs in Organizational Behavior and Industrial Relations. 24B: 205-214.
  • Hall, R.J. & Lord, R.G. (1998). Multi-level information-processing explanations of followers’ leadership perception. In Monographs in Organizational Behavior and Industrial Relations. John Wiley & Sons. 24B: 159-184.
  • Hall, R.J. & Lord, R.G. (1998). Measures and assessments for the information processing approach. In Monographs in Organizational Behavioral and Industrial Behavior. 24B: 185-190.
  • Lord, R.G. & Engle, E. (1996). Leadership, teams and culture change: Changing processing structures and processing dynamics. In Advances in interdisciplinary studies of work teams, Vol. 3. Beyerlein, M. Greenwich, CT: JAI Press. 3.
  • Lord, R.G. (1995). Cognitive Processing. In Encyclopedic Dictionary of Organizational Behavior. Nicholson, M. Cambridge, MA: Blackwell. 66-68.
  • Lord, R.G. (1995). Intelligence, testing. In Encyclopedic Dictionary of Organizational Behavior. Nicholson, N. Cambridge, MA: Blackwell. 244-245.
  • Lord, R.G. (1995). Self-regulation. In Encyclopedic Dictionary of Organizational Behavior. Nicholson, N. Cambridge, MA: Blackwell. 513-514.
  • Lord, R.G. (1995). An alternative perspective on attributional processes. In Attribution theory: An Organizational Perspective. Martinko, M.J. Delray Beach, Fl: St. Lucie Press. 338-350.
  • Lord, R.G. & Maher, K.M. (1991). Cognitive theory in industrial and organizational psychology. In Handbook of Industrial Organizational Psychology (2nd Ed.) Vol 2. Dunnette, M. & Hough, L. Palo Alto, CA: Consulting Psychological Press. 2: 1-62.
  • Lord, R.G. & Maher, K.J. (1990). Perceptions of leadership and their implications in organizations. In Applied Social Psychology and Organizational Settings. Carroll, J. Hillsdale, NJ: Earlbaum. 129-154.
  • Lord, R.G. & Maher, K.J. (1989). Cognitive processes in Industrial and organizational psychology. In International Review of Industrial and Organizational Psychology, Vol. 4. Cooper, C.L. & Robertson, I.T. Manchester, UK: Wiley. 4: 49-91.
  • Lord, R.G. & Kernan, M.C. (1989). Application of control theory to work settings. In Volitional Action. Hershberger, W.A. North-Holland. 493-514.
  • Hauenstein, N.M.A. & Lord, R.G. (1988). A Bayesian approach to leadership perceptions: Numbers are no substitute for experience. In Advances in Information Processing in Organizations, Vol. 3. Cardy, R., Newman, J. & Puffer, S.M. Greenwich, CT: JAI Press. 3: 169-182.
  • De Vader, C.L., Bateson, A.G. & Lord, R.G. (1986). Attribution theory: A meta-analysis of attributional hypotheses. In Generalizing from laboratory to field settings. Locke, E. Boston: Heath Lexington. 63-82.
  • Lord, R.G. & Foti, R.J. (1986). Schema theories, information processing and organizational behavior. In The thinking organization: Dynamics of organizational social cognitions. Sims, H.P. Jr. & Gioia, D.A. San Francisco: Jossey-Bass. 20-48.
  • Lord, R.G. (1985). An information processing approach to social perceptions, leadership perceptions and behavioral measurement on organizational settings. In Research in Organizational Behavior. Staw, B.M. & Cummings, L. Greenwich, CT: JAI Press. 87-128.
  • Lord, R.G., Foti, R.J. & Phillips, J.S. (1982). A theory of leadership categorization. In Leadership: Beyond establishment views. Hunt, J.G., Sekaran, U. & Schriesheim, C. Carbondale IL: Southern Illinois University Press. 104-121.
  • Foti, R.J., Lord, R.G. & Phillips, J.S. (1982). Properly categorizing the commentary: A rejoinder to Bass and Morley. In Leadership: Beyond establishment views. Hunt, J.G., Sekaran, U. & Schriesheim, C. Carbondale, IL: Southern Illinois University Press. 159-160.
  • Lord, R.G. (1979). Leadership valance: A transactional measure of the leadership emergence process? In Crosscurrents in Leadership. Hunt, J.G. & Larson, L.L. Carbondale IL: Southern Illinois University Press.
  • Edited book

  • Lord, R.G., Klimoski, R. & Kanfer, R. (2002). Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior. San Francisco, CA.: Jossey-Bass.
  • Journal Article

  • Epitropaki, O., Kark, R., Mainemelis, C. & Lord, R.G. (2017). Leadership and followership identity processes: A multilevel review. . The Leadership Quarterly 28(1): 104-129.
  • Lord, R. G., Day, D. V., Zaccaro, S. J., Avolio, B. J. & Eagly, A. H. (2017). Leadership in Applied Psychology: Three Waves of Theory and Research.. Journal of Applied Psychology 102(3): 434-451.
  • Trichas, S., Schyns, B., Lord, R.G. & Hall, R.J. (2017). “Facing” leaders: Facial expression and leadership perception. . Leadership Quarterly 28(2): 317-333.
  • Lord, R. G., Gatti, P. & Chui, S. L. M. (2016). Social-Cognitive, Relational, and Identity-Based Approaches to Leadership.. Organizational Behavior and Human Decision Processes 136: 119-134.
  • Meuser, J. D., Gardner, W. L., Dinh, J. E., Hu, J., Liden, R. C. & Lord, R. G. (2016). A network analysis of leadership theory: the infancy of integration.. Journal of Management 42(5): 1374-1403.
  • Knoll, M., Lord, R., Petersen, L.-E. & Weigelt, O. (2016). Examining the Moral Grey Zone: The Role of Moral Disengagement, Authenticity, and Situational Strength in predicting Unethical Managerial Behaviour. Journal of Applied Social Psychology 46(1): 65-78.
  • Keller Hansbrough, T., Lord, R. & Schyns, B. (2015). Reconsidering the Accuracy of Follower Leadership Ratings.. The Leadership Quarterly 26(2): 220-237.
  • Lord, R.G., Dinh, J. & Hoffman, E. (2015). A quantum approach to time and organizational change.. Academy of Management Review 40(2): 263-290.
  • Dinh, J., Lord, R., Garnder, W., Meuser, J., Liden, R.C. & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives.. The Leadership Quarterly 25(1): 36-62.
  • Lord, R. & Dinh, J. (2014). What have we learned that is critical in understanding leadership perceptions and leader performance relations? Industrial and Organizational Psychology 7(2): 158-177.
  • Stam, D., Lord, R., van Knippenberg, D. & Wisse, B. (2014). An Image of Who We Might Become: Vision Communication, Possible Selves, and Vision Pursuit.. Organization Science 25(4): 1172-1194.
  • Hannah, S.T., Schaubroeck, J.M. Peng, A.C., Lord. R.G., Trevino, L.K, Kozlowski, S.W., Avolio, B.J, Dimotakis, N. & Doty, J. (2013). Joint Influences of Individual and Work Unit Abusive Supervision on Ethical Intentions and Behaviors: A Moderated Mediation Model. Journal of Applied Psychology 98(4): 579-592.
  • Hoffman, E. & Lord, R. (2013). A taxonomy of event-level dimensions: implications for understanding leadership processes, behaviour and performance. Leadership Quarterly 24(4): 558-571.
  • Schaubroeck, J.M., Hannah, S.T., Avolio, B.J., Kozlowski, S.W.J., Lord, R.G., Trevino, L.K., Dimotakis, N. & Peng, A.C. (2012). Embedding ethical leadership within and across organizational levels. Academy of Management Journal 55(5): 1053-1078.
  • Dinh, J.E. & Lord, R.G. (2012). Implications of dispositional and process views of traits for individual difference research in leadership. The Leadership Quarterly 23(4): 651-669.
  • Lord, R.G., Hannah, S.T. & Jennings, P.L. (2011). A framework for understanding leadership and individual requisite complexity. Organizational Psychology Review 1(2): 104-127.
  • Lord, R.G. & Shondrick, S. J. (2011). Leadership and knowledge: Symbolic, connectionist, and embodied perspectives. The Leadership Quarterly 22(1): 207-222
  • Hannah, S.L., Lord, R.G. & Pearce, C.L. (2011). Leadership and collective requisite complexity. Organizational Psychology Review 1(3): 215-238.
  • Naidoo, L.J., Kohari, N.E., Lord, R.G. & Dubois, D.A. (2010). “Seeing” is retrieving: Recovering emotional content in leadership ratings through visualization. The Leadership Quarterly 21(5): 886-900.
  • Johnson, R.E. & Lord, R.G. (2010). Implicit effects of justice on self-identity. Journal of Applied Psychology 95(4): 681-695.
  • Shondrick, S.J., Dinh, J.E. & Lord, R.G. (2010). Developments in implicit leadership theory and cognitive science: Applications to improving measurement and understanding alternatives to hierarchical leadership. The Leadership Quarterly 21(6): 959-978.
  • Lord, R.G., Diefendorff, J.M., Schmidt, A.M. & Hall, R.G. (2010). Self-regulation at work. Annual Review of Psychology 61(1): 543-568.
  • Elicker, J.D., Lord, R.G., Ash, S.R., Kohari, N.E., Hruska, B.J., McConnell, N.L. & Medvedeff, M.E. (2010). Velocity as a predictor of performance satisfaction, mental focus, and goal revision. Applied Psychology: An International Review 59(3): 495-514.
  • Shrondrick, S.J. & Lord, R.G. (2010). Implicit leadership and follower theories: Dynamic structures for leadership perceptions, memory, and leader-follower processes. International Review of Industrial and Organizational Psychology 25: 1-34.
  • Chang, C-H., Johnson, R.E. & Lord, R.G. (2009). Moving beyond discrepancies: The importance of velocity as a predictor of satisfaction and motivation. Human Performance 23(1): 58-80.
  • Hannah, S.T., Woolfolk, R.L. & Lord, R.G. (2009). Leader self-structure: A framework for positive leadership. Journal of Organizational Behavior 30(2): 269-290.
  • O’Malley, A.L., Ritchie, S.A., Lord, R.G., Gregory, J.B. & Young, C.M. (2009). Incorporating embodied cognitions into sensemaking theory: A theoretical examination of embodied processes in a leadership context. Current Topics in Management 14: 151-182.
  • Naidoo, L.J. & Lord, R.G. (2008). Speech imagery and perceptions of charisma: The mediating role of positive affect. The Leadership Quarterly 19(3): 283-296.
  • Ritter, B.A> & Lord, R.G. (2007). The impact of previous leaders on the evaluation of new leaders: An alternative to prototype matching. Journal of Applied Psychology 92: 1683-1695.
  • Hogue, M. & Lord, R. (2007). A multilevel, complexity theory approach to understanding gender bias in leadership. The Leadership Quarterly 18(4): 370-390.
  • Johnson, R.E., Selenta, C. & Lord, R.G. (2006). When organizational justice and the self-concept meet. Organizational Behavior and Human Decision Processes 99(2): 175-201.
  • Moon, S.M. & Lord, R.G. (2006). Individual differences in automatic and controlled regulation of emotion and task performance. Human Performance 19(4): 327-356.
  • Johnson, R.E., Chang, C-H.D. & Lord, R.G. (2006). Moving from cognition to behavior: What the research says. Psychological Bulletin 132(3): 381-415.
  • Allen, P.A., Kaut, K.P., Lord, R.G., Hall, R.J., Bowie, T. & Grabble, J.W. (2005). An emotional mediation theory of differential age effects in episodic and semantic memory. Experimental Aging Research 31(4): 355-391.
  • Ritter, B.A., Fischbein, R.L. & Lord, R.G. (2005). Implicit and explicit expectations of justice as a function of manager and subordinate race. Human Relations 58(12): 1501-1521.
  • Lord, R.G. & Hall, R.J. (2005). Identity, Deep Structure and the Development of Leadership Skills. The Leadership Quarterly 16(4): 591-615.
  • Diefendorff, J.M. & Lord, R.G. (2003). The volitional and strategic effects of planning on task performance and goal commitment. Human Performance 16(4): 365-387.
  • Lord, R.G., Hanges, P.J. & Godfrey, E.G. (2003). Integrating neural networks into decision-making and motivational theory: Rethinking VIE theory. Canadian Psychology/Psychologie Canadienne 44(1): 21-38.
  • Diefendorff, J.M., Brown, D.J., Kamin, A.M. & Lord, R.G. (2002). Examining the roles of job involvement and work centrality in predicting organizational citizenship behavior and job performance. Journal of Organizational Behavior 23(1): 93-108.
  • Lord, R.G. & Emrich, C.G. (2001). Thinking outside the box by looking inside the box: Extending the cognitive revolution in leadership research. Leadership Quarterly 11(4): 551-579.
  • Lord, R.G. & Brown,D.J. (2001). Leadership, values and subordinate self-concepts. The Leadership Quarterly 12(2): 133-152.
  • Lord, R.G., Brown, D.J., Harvey, J.L. & Hall, R.J. (2001). Contextual constraints on prototype generation and their multi-level consequences for leadership perceptions. Leadership Quarterly 12(3): 311-338.
  • Diefendorff, J.M., Hall, R.J., Lord, R.G. & Strean, M.L. (2000). Action-state orientation: Construct validity of a revised measure and its relationship to work-related variables. Journal of Applied Psychology 85(2): 250-263.
  • Hanges, P.J., Lord, R.G. & Dickson, M.W. (2000). An information processing perspective on leadership and culture. A case for connectionist architecture. Applied Psychology 49(1): 133-161.
  • Lord, R.G., Brown, D.J. & Freiberg, S.J. (1999). Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organizational Behavior and Human Decision Processes 78(3): 167-203.
  • Brown, D.J. & Lord, R.G. (1999). The utility of experimental research in the study of transformational/charismatic leadership. The Leadership Quarterly 10(4): 531-539.
  • Diefendorff, J.M., Lord, R.G., Hepburn, E.T., Quickle, J.S., Hall, R.J. & Sanders, R.E. (1998). Perceived self-regulation and individual differences in selected attention. Journal of Experimental Psychology: Applied 4(3): 228-247.
  • Engle, E. & Lord, R.G. (1997). Implicit theories, self-schema, and leader-member exchange. Academy of Management Journal 40(4): 988-1010.
  • Hall, R.J. & Lord, R.G. (1995). Multi-level information - processing explanations of followers' leadership perception. The Leadership Quarterly 6(3): 265-287.
  • Lord, R.G. & Levy, P.E. (1994). Moving from cognition to action. A control theory perspective. Applied Psychology 43(3): 335-367.
  • Farrell, J., Lord, R.G., Alexander, R.A. & Gradwohl, W.C. (1994). The measurement of performance valence: An examination of construct related evidence. Organizational Behavior and Human Decision Processes 60(2): 157-178.
  • Levy, P.E. & Lord, R.G. (1994). Moving from cognition to action: A Rejoinder. Applied Psychology 43(3): 391-398.
  • Levy, P.E. & Lord, R.G. (1992). Self-regulation: Bridging the gap between cognitive and motivational theories. Applied Psychology 41(2): 139-144.
  • Lord, R.G. & Hall, R.J. (1992). Contemporary views of leadership and individual differences. The Leadership Quarterly 3(2): 137-157.
  • Day, D.V. & Lord, R.G. (1992). Expertise and problem categorization: The role of expert processing in organizational sense-making. Journal of Management Studies 29(1): 35-47.
  • Barrick, M.R., Day, D.V., Lord, R.G. & Alexander, R.A. (1991). Assessing the utility of executive leadership. The Leadership Quarterly 2(1): 9-22.
  • Maurer, T.J. & Lord, R.G. (1991). An exploration of cognitive demands in group interaction as a moderator of information processing variables in perception of leadership. Journal of Applied Social Psychology 21(10): 821-840.
  • Kernan, M.C. & Lord, R.G. (1991). An application of control theory to understanding the relationship between performance and satisfaction. Human Performance 4(3): 173-186.
  • Racicot, B., Day, D.V. & Lord, R.G. (1991). Type A behavior pattern and goal setting under different conditions of choice. Motivation and Emotion 15(1): 67-79.
  • Lord, R.G. & Maher, K.J. (1990). Alternative information processing models and their implication for theory, research, and practice. Academy of Management Review 15(1): 9-28.
  • Kernan M.C. & Lord, R.G. (1990). The effects of valence, expectancies, and goal-performance discrepancies in single and multiple goal environments. Journal of Applied Psychology 75(2): 194-203.
  • Kernan, M.C. & Lord, R.G. (1989). The effects of goals and specific feedback on escalation processes. Journal of Applied Social Psychology 19(13): 1125-1143.
  • Hauenstein, N.M.A. & Lord, R.G. (1989). The effects of final offer arbitration on the performance of major league baseball players: A test of equity theory. Human Performance 2(3): 147-166.
  • Kernan, M.C. & Lord, R.G. (1988). The effects of participative versus assigned goals and feedback in a multitrial task. Motivation and Emotion 12(1): 75-86.
  • Fraser, S.L. & Lord, R.G. (1988). Stimulus prototypicality and general leadership impressions: Their role in leadership and behavioral ratings. The Journal of Psychology 122(3): 291-303.
  • Day, D.V. & Lord, R.G. (1988). Executive Leadership and Organizational Performance: Suggestions for a New Theory and Methodology. Journal of Management 14(3): 453-464.
  • Lord, R.G. & Kernan, M.C. (1987). Scripts as determinants of purposeful behavior in organizations. Academy of Management Review 12(2): 265-277.
  • Foti, R.J. & Lord, R.G. (1987). The effects of alternative methods of processing information on rating accuracy. Organizational Behavior and Human Decision Processes 39(3): 318-341.
  • Lord, R.G. & Hanges, P.J. (1987). A control systems model of organizational motivation: Theoretical development and applied implications. Behavioral Science 32(3): 161-178.
  • Cronshaw, S.F. & Lord, R.G. (1987). Effects of categorization, attribution, and encoding processes on leadership perceptions. Journal of Applied Psychology 72(1): 97-106.
  • Lord, R.G., De Vader, C.L. & Alliger, G.M. (1986). A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology 71(3): 402-410.
  • Lord, R.G. (1985). Accuracy in behavioral measurement: An alternative definition based on raters' cognitive schema and Signal Detection Theory. Journal of Applied Psychology 70(1): 66-71.
  • Lord, R.G. & Alliger, G. (1985). A comparison of four information processing models of leadership and social perceptions. Human Relations 38(1): 47-65.
  • Lord, R.G., Foti, R.J. & De Vader, C. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance 34(3): 343-378.
  • Lord, R.G. & Smith, J.E. (1983). Theoretical, information processing, and situational factors affecting attribution theory models of organizational behavior. Academy of Management Review 8(1): 50-60.
  • Nathan, B.R. & Lord, R.G. (1983). Cognitive categorization and dimensional schemata: A process approach to the study of halo in performance ratings. Journal of Applied Psychology 68(1): 102-114.
  • Foti, R.J., Fraser, S.L. & Lord, R.G. (1982). Effects of leadership labels and prototypes on perceptions of political leaders. Journal of Applied Psychology 67(3): 326-333.
  • Phillips, J.S. & Lord, R.G. (1982). Schematic information processing and perceptions of leadership in problem-solving groups. Journal of Applied Psychology 67(4): 486-492.
  • Campion, M.A. & Lord, R.G. (1982). A control systems conceptualization of the goal-setting and changing process. Organizational Behavior and Human Performance 30(2): 265-287.
  • Campion, M.A., Lord, R.G. & Pursell, E.D. (1981). Individual and organizational correlates of promotion refusal. Journal of Vocational Behavior 19(1): 42-49.
  • Phillips, J.S. & Lord, R.G. (1981). Causal attributions and perceptions of leadership. Organizational Behavior and Human Performance 28(2): 143-163.
  • Rush, M.C., Phillips, J.S. & Lord, R.G. (1981). The effects of a temporal delay in rating on leader behaviour descriptions: A laboratory investigation. Journal of Applied Psychology (66): 442-450.
  • Binning, J.F. & Lord, R.G. (1980). Boundary conditions for performance cue effects on group process ratings: Familiarity versus type of feedback. Organizational Behavior and Human Performance (26): 115-130.
  • Lord, R.G., Phillips, J.S. & Rush, M.C. (1980). Effects of sex and personality on perceptions of emergent leadership, influence and social power. Journal of Applied Psychology 65(2): 176-182.
  • Phillips, J.S. & Lord, R.G. (1980). Determinants of intrinsic motivation: Locus of control and competence information as components of Deci's cognitive evaluation theory. Journal of Applied Psychology 65(2): 211-218.
  • Lord, R.G. & Hohenfeld, J.A. (1979). Longitudinal field assessment of equity effects on the performance of major league baseball players. Journal of Applied Psychology 64(1): 19-26.
  • Lord, R.G. & Rowzee, M. (1979). Task interdependence, temporal phase, and cognitive heterogeneity as determinants of leadership behavior and behavior-performance relations. Organizational Behavior and Human Performance 23(2): 182-200.
  • Lord, R.G., Binning, J.F., Rush, M.C. & Thomas, J.D. (1978). The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior. Organizational Behavior and Human Performance 21(1): 27-39.
  • Lord, R.G. (1977). Functional leadership behavior: Measurement and relation to social power and leadership perceptions. Administrative Science Quarterly 22(1): 114-133.
  • Rush, M.C., Thomas, J.C. & Lord, R.G. (1977). Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires. Organizational Behavior and Human Performance 20(1): 93-110.
  • Lord, R.G. (1976). Group performance as a function of leadership behavior and task structure: Toward an explanatory theory. Organizational Behavior and Human Performance 17(1): 76-96.
  • Report

  • Lord, R.G., Jones, A., Dickinson, T.L., Ledvinka, I. & Balloun, J. (1987). Research funding in industrial/organizational psychology. Society for Industrial and Organizational Psychology.
  • Lord, R.G. (1979). An examination of leader behavior coding techniques. Report to National Institute of Mental Health.
  • Lord, R.G. (1972). Decision making model for utilization of medical facilities: Development, application, implications. Report to the Office of the Secretary, U. S. Department of Health, Education, and Welfare.

Contact Details

Professor of Leadership
+44 191 3345184