Staff profile

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 Ph. D. 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. 

Mini Biography

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

Authored book

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

Chapter in book

• Lord, R., Hall, R., Gatti, P., Zheng, J., & Morgan, R. (in press). Measuring Leadership Identity: Complexity, Risks, and Recommendations. In O. Epitropaki, & R. Kart (Eds.), Oxford Handbook of Leadership, Followership and Identity. Oxford University Press
• Lord, R., Hall, R., Gatti, P., Zheng, J., & Morgan, R. (2024). The effects of what you remember and what you know on leadership processes: how memory works, how we access what we know, and the role of identity levels. In S. Braun, T. Keller Hansbrough, G. A. Ruark, R. J. Hall, R. G. Lord, & O. Epitropaki (Eds.), Navigating Leadership Evidence-Based Strategies for Leadership Development (130-154). Routledge. https://doi.org/10.4324/9781003377450
• Dinh, J., Lord, R., & Hoffman, E. (2014). Leadership perception and information processing: Influences of symbolic, connectionist, emotion, and embodied architectures. In D. Day (Ed.), The Oxford Handbook of Leadership and Organizations. Oxford University Press
• Lord, R., & Dinh, J. (2012). Aggregation processes and levels of analysis as organizing structures for leadership theory. In D. Day, & J. Antonaki (Eds.), The Nature of Leadership (29-65). (2nd ed.). SAGE Publications
• Lord, R., Hall, R., & Halpin, S. (2011). Leadership skill development and divergence: A model for the early effects of gender and race on leadership development. In S. Murphy, & R. Reichard (Eds.), Early development and leadership: Building the next generation of leaders (229-252). New York: Psychology Press/Routledge
• Hall, R., Lord, R., & Foster, K. (2009). Considerations in applying the social relations model to the study of leadership emergence in groups: a leadership categorization perspective. In F. Yammarino, & F. Dansereau (Eds.), Multi-Level Issues in Organizational Behavior and Leadership (193-213). Emerald. https://doi.org/10.1108/s1475-9144%282009%290000008009
• Lord, R. (2008). Follower cognitive structures and affective structures and leadership processes. In R. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), Rethinking Followership. Jossey-Bass
• Lord, R. (2008). Beyond transformational and transactional leadership: Can leaders still lead when they don’t know what to do?. In M. Uhl-Bien, & R. Marion (Eds.), Complexity and leadership volume I: Conceptual foundations (155-184). Charlotte, NC: Information Age Publishing
• Allen, P., Kaut, K., & Lord, R. (2008). Emotion and episodic memory. In E. Dere, A. Easton, L. Nadel, & J. Huston (Eds.), Handbook of behavioral neuroscience: Episodic memory research (115-132). Elsevier. https://doi.org/10.1016/s1569-7339%2808%2900208-7
• Diefendorff, J., & Lord, R. (2008). Goal striving and self-regulation processes. In R. Kanfer, G. Chen, & R. Prichard (Eds.), Work motivation: Past, Present, and Future (151-196). Jossey-Bass
• Medvedeff, M., & Lord, R. (2007). Implicit leadership theories as dynamic processing structures. In B. Shamir, R. Pallai, M. Bligh, & M. Uhl-Bien (Eds.), Follower-centered perspectives on leadership: A tribute to the memory of James R. Meindl (19-50). Greenwich, CT: Information Age Publishing, Inc
• Kohari, N., & Lord, R. (2007). Consequences of interactional (in)justice: A closer look at leader behavior and follower perceptions. In D. De Cremer (Ed.), Advances in the psychology of justice and affect. Charlotte, NC: Information Age Publishing
• Fischbein, R., & Lord, R. (2004). Implicit leadership theories. In J. Burns, K. Cho, G. Goethals, & G. Sorenson (Eds.), Encyclopedia of Leadership. SAGE Publications
• Ritter, B., & Lord, R. (2004). Mental representations in leadership: Schemas, scripts, and mental models. In J. Burns, K. Cho, G. Goethals, & G. Sorenson (Eds.), Encyclopedia of Leadership. SAGE Publications
• Johnson, R., & Lord, R. (2004). Leadership Categorization Theory. In J. Burns, K. Cho, G. Goethals, & G. Sorenson (Eds.), Encyclopedia of Leadership. SAGE Publications
• Norris-Watts, C., & Lord, R. (2004). Attribution Theory and Leadership Processes. In J. Burns, K. Cho, G. Goethals, & G. Sorenson (Eds.), Encyclopedia of Leadership. SAGE Publications
• Lord, R., & Hall, R. (2003). Identity, leadership categorization, and leadership schema. In D. van Knippenberg, & M. Hogg (Eds.), Leadership and Power: Identity Processes in Groups and Organizations (48-64). SAGE Publications
• Lord, R., & Harvey, J. (2002). An information processing framework for emotional regulation. In R. Lord, R. Klimoski, & R. Kanfer (Eds.), Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior (115-146). Jossey-Bass, SIOP Frontiers Series Book
• Hanges, P., Lord, R., Godfrey, E., & Raver, J. (2002). Modeling nonlinear relationships: Neural networks and catastrophe analysis. In S. Rogelberg (Ed.), Handbook of research methods in Industrial/Organizational psychology (431-455). Blackwell
• Lord, R., & Kanfer, R. (2002). Emotions and organizational behavior. In R. Lord, R. Klimoski, & R. Kanfer (Eds.), Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior (5-19). Jossey-Bass, SIOP Frontiers Series Book
• Lord, R. (2001). Collective construction of a theory of executive leaderhip. In S. Zaccaro, & R. Klimosky (Eds.), The nature of organizational leadership: Understanding the performance imperatives confronting today's leaders (414-436). (SIOP Frontiers Series). Jossey-Bass
• Lord, R., Brown, D., & Harvey, J. (2001). System constraints on leadership perceptions, behavior and influence: An example of connectionist level processes. In M. Hogg, & R. Tindale (Eds.), Blackwell Handbook of Social Psychology: Group Processes (283-310). Blackwell
• Brown, D., & Lord, R. (2001). Leadership and perceiver cognitions: Moving beyond first order constructs. In M. London (Ed.), How people evaluate others in organizations: Person perception and interpersonal judgment in I/O psychology (181-202). Mahwah, NJ: Lawrence Earlbaum
• Dickson, M., Hanges, P., & Lord, R. (2001). Trends, developments and gaps in cross-cultural research on leadership. In W. Mobley (Ed.), Advances in Global Leadership (2-22)
• Lord, R. (2000). Leadership. In A. Kazdin (Ed.), Encyclopedia of Psychology. Vol. 3 (775-786). American Psychological Association
• Lord, R., & Smith, W. (1999). Leadership and the changing nature of work performance. In D. Ilgin, & E. Pulakos (Eds.), The Changing Nature of Work: Implications for Staffing, Personnel Actions, and Development (192-239). Santa Barbara, CA: New Lexington Press
• Hall, R., & Lord, R. (1998). Response to commentaries: The role of within-individual cognitive structures in determining higher-level effects. In Monographs in Organizational Behavior and Industrial Relations (205-214)
• Hall, R., & Lord, R. (1998). Measures and assessments for the information processing approach. In Monographs in Organizational Behavioral and Industrial Behavior (185-190)
• Hall, R., & Lord, R. (1998). Multi-level information-processing explanations of followers’ leadership perception. In Monographs in Organizational Behavior and Industrial Relations (159-184). John Wiley and Sons
• Lord, R., & Engle, E. (1996). Leadership, teams and culture change: Changing processing structures and processing dynamics. In M. Beyerlein (Ed.), Advances in interdisciplinary studies of work teams, Vol. 3. (211-237). Greenwich, CT: JAI Press
• Lord, R. (1995). Intelligence, testing. In N. Nicholson (Ed.), Encyclopedic Dictionary of Organizational Behavior (244-245). Blackwell
• Lord, R. (1995). Cognitive Processing. In M. Nicholson (Ed.), Encyclopedic Dictionary of Organizational Behavior (66-68). Blackwell
• Lord, R. (1995). Self-regulation. In N. Nicholson (Ed.), Encyclopedic Dictionary of Organizational Behavior (513-514). Blackwell
• Lord, R. (1995). An alternative perspective on attributional processes. In M. Martinko (Ed.), Attribution theory: An Organizational Perspective (338-350). Delray Beach, Fl: St. Lucie Press
• Lord, R., & Maher, K. (1991). Cognitive theory in industrial and organizational psychology. In M. Dunnette, & L. Hough (Eds.), Handbook of Industrial Organizational Psychology (2nd Ed.) Vol 2 (1-62). (2nd ed.). Palo Alto, CA: Consulting Psychological Press
• Lord, R., & Maher, K. (1990). Perceptions of leadership and their implications in organizations. In J. Carroll (Ed.), Applied Social Psychology and Organizational Settings (129-154). Hillsdale, NJ: Earlbaum
• Lord, R., & Kernan, M. (1989). Application of control theory to work settings. In W. Hershberger (Ed.), Volitional Action (493-514). North-Holland
• Lord, R., & Maher, K. (1989). Cognitive processes in Industrial and organizational psychology. In C. Cooper, & I. Robertson (Eds.), International Review of Industrial and Organizational Psychology, Vol. 4 (49-91). Wiley
• Hauenstein, N., & Lord, R. (1988). A Bayesian approach to leadership perceptions: Numbers are no substitute for experience. In R. Cardy, J. Newman, & S. Puffer (Eds.), Advances in Information Processing in Organizations, Vol. 3 (169-182). Greenwich, CT: JAI Press
• De Vader, C., Bateson, A., & Lord, R. (1986). Attribution theory: A meta-analysis of attributional hypotheses. In E. Locke (Ed.), Generalizing from laboratory to field settings (63-82). Boston: Heath Lexington
• Lord, R., & Foti, R. (1986). Schema theories, information processing and organizational behavior. In H. J. Sims, & D. Gioia (Eds.), The thinking organization: Dynamics of organizational social cognitions (20-48). Jossey-Bass
• Lord, R. (1985). An information processing approach to social perceptions, leadership perceptions and behavioral measurement on organizational settings. In B. Staw, & L. Cummings (Eds.), Research in Organizational Behavior (87-128). Greenwich, CT: JAI Press
• Foti, R., Lord, R., & Phillips, J. (1982). Properly categorizing the commentary: A rejoinder to Bass and Morley. In J. Hunt, U. Sekaran, & C. Schriesheim (Eds.), Leadership: Beyond establishment views (159-160). Carbondale, IL: Southern Illinois University Press
• Lord, R., Foti, R., & Phillips, J. (1982). A theory of leadership categorization. In J. Hunt, U. Sekaran, & C. Schriesheim (Eds.), Leadership: Beyond establishment views (104-121). Carbondale IL: Southern Illinois University Press
• Lord, R. (1979). Leadership valance: A transactional measure of the leadership emergence process?. In J. Hunt, & L. Larson (Eds.), Crosscurrents in Leadership. Carbondale IL: Southern Illinois University Press

Edited book

• Braun, S., Keller Hansbrough, T., Ruark, G. A., Lord, R. G., Hall, R. J., & Epitropaki, O. (Eds.). (2024). Navigating Leadership: Evidence-based strategies for leadership development. Routledge
• Lord, R., Klimoski, R., & Kanfer, R. (Eds.). (2002). Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior. Jossey-Bass

Journal Article

• Braun, S., Schyns, B., Zheng, Y., & Lord, R. G. (online). When vulnerable narcissists take the lead: The role of internal attribution of failure and shame for abusive supervision. Journal of Business Ethics, https://doi.org/10.1007/s10551-024-05805-w
• Binning, J., & Lord, R. (online). Boundary conditions for performance cue effects on group process ratings: Familiarity versus type of feedback. Organizational behavior and human performance, 115-130. https://doi.org/10.1016/0030-5073%2880%2990050-1
• Rush, M., Phillips, J., & Lord, R. (online). The effects of a temporal delay in rating on leader behaviour descriptions: A laboratory investigation. Journal of Applied Psychology, 442-450
• Nieberle, K. W., Acton, B. P., Braun, S., Lord, R. G., & Fu, Y. A. (2024). Leader Identity on the Fly: Intra-personal Leader Identity Dynamics in Response to Strong Events. Journal of Business and Psychology, 39(3), 755-778. https://doi.org/10.1007/s10869-023-09906-7
• Zhang, B., Wisse, B., & Lord, R. G. (2023). How objectifiers are granted power in the workplace. European Journal of Social Psychology, 53(4), 681-702. https://doi.org/10.1002/ejsp.2930
• Keng-Highberger, F., Avolio, B., Lord, R., Hannah, S., Schaubroek, J., & Kozlowski, S. (2022). How Leader and Follower Prototypical and Antitypical Attributes Influence Ratings of Transformational Leadership in an Extreme Context. Human Relations, 75(3), 441-474. https://doi.org/10.1177/0018726720958040
• Nieberle, K., Acton, B., Braun, S., & Lord, R. G. (2021). Modeling Identities in Context: A Dynamical Systems Approach to Leader-Follower Identities. Academy of Management Proceedings, 2021(1), https://doi.org/10.5465/ambpp.2021.13413abstract
• Keller Hansbrough, T., Lord, R. G., Schyns, B., Foti, R. J., Liden, R. C., & Acton, B. (2021). Do You Remember? Rater Memory Systems and Leadership Measurement. The Leadership Quarterly, 32(2), Article 101455. https://doi.org/10.1016/j.leaqua.2020.101455
• Lord, R., Epitropaki, O., Foti, R., & Hansbrough, T. (2020). Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information. Annual Review of Organizational Psychology and Organizational Behavior, 7, 15.1-15.26. https://doi.org/10.1146/annurev-orgpsych-012119-045434
• Braun, S., Schyns, B., Zheng, Y., & Lord, R. (2019). Vulnerable narcissists in leadership? A bifactor model of narcissism and abusive supervision intent. Academy of Management Proceedings, 2019(1), Article 11224. https://doi.org/10.5465/ambpp.2019.160
• Guan, Y., Arthur, M., Khapova, S., Hall, R., & Lord, R. (2019). Career Boundarylessness and Career Success: A Review, Integration and Guide to Future Research. Journal of Vocational Behavior, 110(Part B), 390--402. https://doi.org/10.1016/j.jvb.2018.05.013
• Acton, B., Foti, R., Lord, R., & Gladfelter, J. (2019). Putting emergence back in leadership emergence: A dynamic, multilevel, process-oriented framework. The Leadership Quarterly, 30(1), 145-164. https://doi.org/10.1016/j.leaqua.2018.07.002
• Trichas, S., Schyns, B., Lord, R., & Hall, R. (2017). “Facing” leaders: Facial expression and leadership perception. The Leadership Quarterly, 28(2), 317-333. https://doi.org/10.1016/j.leaqua.2016.10.013
• Lord, R., Day, D., Zaccaro, S., Avolio, B., & Eagly, A. (2017). Leadership in Applied Psychology: Three Waves of Theory and Research. Journal of Applied Psychology, 102(3), 434-451. https://doi.org/10.1037/apl0000089
• Epitropaki, O., Kark, R., Mainemelis, C., & Lord, R. (2017). Leadership and followership identity processes: A multilevel review. The Leadership Quarterly, 28(1), 104-129. https://doi.org/10.1016/j.leaqua.2016.10.003
• Lord, R., Gatti, P., & Chui, S. (2016). Social-Cognitive, Relational, and Identity-Based Approaches to Leadership. Organizational Behavior and Human Decision Processes, 136, 119-134. https://doi.org/10.1016/j.obhdp.2016.03.001
• Meuser, J., Gardner, W., Dinh, J., Hu, J., Liden, R., & Lord, R. (2016). A network analysis of leadership theory: the infancy of integration. Journal of Management, 42(5), 1374-1403. https://doi.org/10.1177/0149206316647099
• 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. https://doi.org/10.1111/jasp.12353
• Lord, R., Dinh, J., & Hoffman, E. (2015). A quantum approach to time and organizational change. Academy of Management Review, 40(2), 263-290. https://doi.org/10.5465/amr.2013.0273
• Keller Hansbrough, T., Lord, R., & Schyns, B. (2015). Reconsidering the Accuracy of Follower Leadership Ratings. The Leadership Quarterly, 26(2), 220-237. https://doi.org/10.1016/j.leaqua.2014.11.006
• 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. https://doi.org/10.1287/orsc.2013.0891
• Lord, R., & Dinh, J. (2014). What have we learned that is critical in understanding leadership perceptions and leader performance relations?. Industrial and Organizational Psychology: Perspectives on Science and Practice, 7(2), 158-177. https://doi.org/10.1111/iops.12127
• Dinh, J., Lord, R., Garnder, W., Meuser, J., Liden, R., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62. https://doi.org/10.1016/j.leaqua.2013.11.005
• Hoffman, E., & Lord, R. (2013). A taxonomy of event-level dimensions: implications for understanding leadership processes, behaviour and performance. The Leadership Quarterly, 24(4), 558-571. https://doi.org/10.1016/j.leaqua.2013.03.009
• Hannah, S., Schaubroeck, J., Peng, A., Lord., R., Trevino, L., Kozlowski, S., Avolio, B., 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. https://doi.org/10.1037/a0032809
• Schaubroeck, J., Hannah, S., Avolio, B., Kozlowski, S., Lord, R., Trevino, L., Dimotakis, N., & Peng, A. (2012). Embedding ethical leadership within and across organizational levels. Academy of Management Journal, 55(5), 1053-1078. https://doi.org/10.5465/amj.2011.0064
• Dinh, J., & Lord, R. (2012). Implications of dispositional and process views of traits for individual difference research in leadership. The Leadership Quarterly, 23(4), 651-669. https://doi.org/10.1016/j.leaqua.2012.03.003
• Lord, R., Hannah, S., & Jennings, P. (2011). A framework for understanding leadership and individual requisite complexity. Organizational Psychology Review, 1(2), 104-127. https://doi.org/10.1177/2041386610384757
• Lord, R., & Shondrick, S. (2011). Leadership and knowledge: Symbolic, connectionist, and embodied perspectives. The Leadership Quarterly, 22(1), 207-222. https://doi.org/10.1016/j.leaqua.2010.12.016
• Hannah, S., Lord, R., & Pearce, C. (2011). Leadership and collective requisite complexity. Organizational Psychology Review, 1(3), 215-238. https://doi.org/10.1177/2041386611402116
• Shondrick, S., Dinh, J., & Lord, R. (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. https://doi.org/10.1016/j.leaqua.2010.10.004
• Naidoo, L., Kohari, N., Lord, R., & Dubois, D. (2010). “Seeing” is retrieving: Recovering emotional content in leadership ratings through visualization. The Leadership Quarterly, 21(5), 886-900. https://doi.org/10.1016/j.leaqua.2010.07.014
• Johnson, R., & Lord, R. (2010). Implicit effects of justice on self-identity. Journal of Applied Psychology, 95(4), 681-695. https://doi.org/10.1037/a0019298
• Shrondrick, S., & Lord, R. (2010). Implicit leadership and follower theories: Dynamic structures for leadership perceptions, memory, and leader-follower processes
• Lord, R., Diefendorff, J., Schmidt, A., & Hall, R. (2010). Self-regulation at work. Annual Review of Psychology, 61(1), 543-568. https://doi.org/10.1146/annurev.psych.093008.100314
• Elicker, J., Lord, R., Ash, S., Kohari, N., Hruska, B., McConnell, N., & Medvedeff, M. (2010). Velocity as a predictor of performance satisfaction, mental focus, and goal revision. Applied Psychology, 59(3), 495-514. https://doi.org/10.1111/j.1464-0597.2009.00409.x
• Chang, C.-H., Johnson, R., & Lord, R. (2009). Moving beyond discrepancies: The importance of velocity as a predictor of satisfaction and motivation. Human Performance, 23(1), 58-80. https://doi.org/10.1080/08959280903400226
• O’Malley, A., Ritchie, S., Lord, R., Gregory, J., & Young, C. (2009). Incorporating embodied cognitions into sensemaking theory: A theoretical examination of embodied processes in a leadership context
• Hannah, S., Woolfolk, R., & Lord, R. (2009). Leader self-structure: A framework for positive leadership. Journal of Organizational Behavior, 30(2), 269-290. https://doi.org/10.1002/job.586
• Naidoo, L., & Lord, R. (2008). Speech imagery and perceptions of charisma: The mediating role of positive affect. The Leadership Quarterly, 19(3), 283-296. https://doi.org/10.1016/j.leaqua.2008.03.010
• Ritter, B., & Lord, R. (2007). The impact of previous leaders on the evaluation of new leaders: An alternative to prototype matching. Journal of Applied Psychology, 92, 1683-1695. https://doi.org/10.1037/0021-9010.92.6.1683
• Hogue, M., & Lord, R. (2007). A multilevel, complexity theory approach to understanding gender bias in leadership. The Leadership Quarterly, 18(4), 370-390. https://doi.org/10.1016/j.leaqua.2007.04.006
• Johnson, R., Selenta, C., & Lord, R. (2006). When organizational justice and the self-concept meet. Organizational Behavior and Human Decision Processes, 99(2), 175-201. https://doi.org/10.1016/j.obhdp.2005.07.005
• Johnson, R., Chang, C.-H., & Lord, R. (2006). Moving from cognition to behavior: What the research says. Psychological Bulletin, 132(3), 381-415. https://doi.org/10.1037/0033-2909.132.3.381
• Moon, S., & Lord, R. (2006). Individual differences in automatic and controlled regulation of emotion and task performance. Human Performance, 19(4), 327-356. https://doi.org/10.1207/s15327043hup1904_2
• Lord, R., & Hall, R. (2005). Identity, Deep Structure and the Development of Leadership Skills. The Leadership Quarterly, 16(4), 591-615. https://doi.org/10.1016/j.leaqua.2005.06.003
• Ritter, B., Fischbein, R., & Lord, R. (2005). subordinate race. Human Relations, 58(12), 1501-1521. https://doi.org/10.1177/0018726705061315
• Allen, P., Kaut, K., Lord, R., Hall, R., Bowie, T., & Grabble, J. (2005). An emotional mediation theory of differential age effects in episodic and semantic memory. Experimental Aging Research, 31(4), 355-391. https://doi.org/10.1080/03610730500206642
• Lord, R., Hanges, P., & Godfrey, E. (2003). Integrating neural networks into decision-making and motivational theory: Rethinking VIE theory. Canadian Psychology, 44(1), 21-38. https://doi.org/10.1037/h0085815
• Diefendorff, J., & Lord, R. (2003). The volitional and strategic effects of planning on task performance and goal commitment. Human Performance, 16(4), 365-387. https://doi.org/10.1207/s15327043hup1604_3
• Diefendorff, J., Brown, D., Kamin, A., & Lord, R. (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. https://doi.org/10.1002/job.123
• Lord, R., Brown, D., Harvey, J., & Hall, R. (2001). Contextual constraints on prototype generation and their multi-level consequences for leadership perceptions. The Leadership Quarterly, 12(3), 311-338. https://doi.org/10.1016/s1048-9843%2801%2900081-9
• Lord, R., & Brown, D. (2001). Leadership, values and subordinate self-concepts. The Leadership Quarterly, 12(2), 133-152. https://doi.org/10.1016/s1048-9843%2801%2900072-8
• Lord, R., & Emrich, C. (2001). Thinking outside the box by looking inside the box: Extending the cognitive revolution in leadership research. https://doi.org/10.1016/51048-9843%2800%2900060-6
• Hanges, P., Lord, R., & Dickson, M. (2000). An information processing perspective on leadership and culture. A case for connectionist architecture. Applied Psychology, 49(1), 133-161. https://doi.org/10.1111/1464-0597.00008
• Diefendorff, J., Hall, R., Lord, R., & Strean, M. (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. https://doi.org/10.1037/0021-9010.85.2.250
• Lord, R., Brown, D., & Freiberg, S. (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. https://doi.org/10.1006/obhd.1999.2832
• Brown, D., & Lord, R. (1999). The utility of experimental research in the study of transformational/charismatic leadership. The Leadership Quarterly, 10(4), 531-539. https://doi.org/10.1016/s1048-9843%2899%2900029-6
• Diefendorff, J., Lord, R., Hepburn, E., Quickle, J., Hall, R., & Sanders, R. (1998). Perceived self-regulation and individual differences in selected attention. Journal of Experimental Psychology: Applied, 4(3), 228-247. https://doi.org/10.1037/1076-898x.4.3.228
• Engle, E., & Lord, R. (1997). Implicit theories, self-schema, and leader-member exchange. Academy of Management Journal, 40(4), 988-1010. https://doi.org/10.2307/256956
• Hall, R., & Lord, R. (1995). Multi-level information - processing explanations of followers' leadership perception. The Leadership Quarterly, 6(3), 265-287. https://doi.org/10.1016/1048-9843%2895%2990010-1
• Lord, R., & Levy, P. (1994). Moving from cognition to action. A control theory perspective. Applied Psychology, 43(3), 335-367. https://doi.org/10.1111/j.1464-0597.1994.tb00828.x
• Levy, P., & Lord, R. (1994). Moving from cognition to action: A Rejoinder. Applied Psychology, 43(3), 391-398. https://doi.org/10.1111/j.1464-0597.1994.tb00835.x
• Farrell, J., Lord, R., Alexander, R., & Gradwohl, W. (1994). The measurement of performance valence: An examination of construct related evidence. Organizational Behavior and Human Decision Processes, 60(2), 157-178. https://doi.org/10.1006/obhd.1994.1079
• Lord, R., & Hall, R. (1992). Contemporary views of leadership and individual differences. The Leadership Quarterly, 3(2), 137-157. https://doi.org/10.1016/1048-9843%2892%2990030-j
• Day, D., & Lord, R. (1992). Expertise and problem categorization: The role of expert processing in organizational sense-making. Journal of Management Studies, 29(1), 35-47. https://doi.org/10.1111/j.1467-6486.1992.tb00651.x
• Levy, P., & Lord, R. (1992). Self-regulation: Bridging the gap between cognitive and motivational theories. Applied Psychology, 41(2), 139-144. https://doi.org/10.1111/j.1464-0597.1992.tb00691.x
• Kernan, M., & Lord, R. (1991). An application of control theory to understanding the relationship between performance and satisfaction. Human Performance, 4(3), 173-186. https://doi.org/10.1207/s15327043hup0403_1
• Racicot, B., Day, D., & Lord, R. (1991). Type A behavior pattern and goal setting under different conditions of choice. Motivation and Emotion, 15(1), 67-79. https://doi.org/10.1007/bf00991476
• Barrick, M., Day, D., Lord, R., & Alexander, R. (1991). Assessing the utility of executive leadership. The Leadership Quarterly, 2(1), 9-22. https://doi.org/10.1016/1048-9843%2891%2990004-l
• Maurer, T., & Lord, R. (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. https://doi.org/10.1111/j.1559-1816.1991.tb00445.x
• Lord, R., & Maher, K. (1990). Alternative information processing models and their implication for theory, research, and practice. Academy of Management Review, 15(1), 9-28. https://doi.org/10.5465/amr.1990.4308219
• Kernan, M., & Lord, R. (1990). The effects of valence, expectancies, and goal-performance discrepancies in single and multiple goal environments. Journal of Applied Psychology, 75(2), 194-203. https://doi.org/10.1037/0021-9010.75.2.194
• Kernan, M., & Lord, R. (1989). The effects of goals and specific feedback on escalation processes. Journal of Applied Social Psychology, 19(13), 1125-1143. https://doi.org/10.1111/j.1559-1816.1989.tb01243.x
• Hauenstein, N., & Lord, R. (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. https://doi.org/10.1207/s15327043hup0203_1
• Fraser, S., & Lord, R. (1988). Stimulus prototypicality and general leadership impressions: Their role in leadership and behavioral ratings. The Journal of Psychology, 122(3), 291-303. https://doi.org/10.1080/00223980.1988.9915517
• Day, D., & Lord, R. (1988). Executive Leadership and Organizational Performance: Suggestions for a New Theory and Methodology. Journal of Management, 14(3), 453-464. https://doi.org/10.1177/014920638801400308
• Kernan, M., & Lord, R. (1988). The effects of participative versus assigned goals and feedback in a multitrial task. Motivation and Emotion, 12(1), 75-86. https://doi.org/10.1007/bf00992473
• Cronshaw, S., & Lord, R. (1987). Effects of categorization, attribution, and encoding processes on leadership perceptions. Journal of Applied Psychology, 72(1), 97-106. https://doi.org/10.1037/0021-9010.72.1.97
• Lord, R., & Hanges, P. (1987). A control systems model of organizational motivation: Theoretical development and applied implications. Systems Research and Behavioral Science, 32(3), 161-178. https://doi.org/10.1002/bs.3830320302
• Foti, R., & Lord, R. (1987). The effects of alternative methods of processing information on rating accuracy. Organizational Behavior and Human Decision Processes, 39(3), 318-341. https://doi.org/10.1016/0749-5978%2887%2990027-6
• Lord, R., & Kernan, M. (1987). Scripts as determinants of purposeful behavior in organizations. Academy of Management Review, 12(2), 265-277. https://doi.org/10.5465/amr.1987.4307831
• Lord, R., De Vader, C., & Alliger, G. (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. https://doi.org/10.1037/0021-9010.71.3.402
• Lord, R., & Alliger, G. (1985). A comparison of four information processing models of leadership and social perceptions. Human Relations, 38(1), 47-65. https://doi.org/10.1177/001872678503800103
• Lord, R. (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. https://doi.org/10.1037/0021-9010.70.1.66
• Lord, R., Foti, R., & 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. https://doi.org/10.1016/0030-5073%2884%2990043-6
• Lord, R., & Smith, J. (1983). Theoretical, information processing, and situational factors affecting attribution theory models of organizational behavior. Academy of Management Review, 8(1), 50-60. https://doi.org/10.5465/amr.1983.4287658
• Nathan, B., & Lord, R. (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. https://doi.org/10.1037/0021-9010.68.1.102
• Foti, R., Fraser, S., & Lord, R. (1982). Effects of leadership labels and prototypes on perceptions of political leaders. Journal of Applied Psychology, 67(3), 326-333. https://doi.org/10.1037/0021-9010.67.3.326
• Campion, M., & Lord, R. (1982). A control systems conceptualization of the goal-setting and changing process. Organizational behavior and human performance, 30(2), 265-287. https://doi.org/10.1016/0030-5073%2882%2990221-5
• Phillips, J., & Lord, R. (1982). Schematic information processing and perceptions of leadership in problem-solving groups. Journal of Applied Psychology, 67(4), 486-492. https://doi.org/10.1037/0021-9010.67.4.486
• Phillips, J., & Lord, R. (1981). Causal attributions and perceptions of leadership. Organizational behavior and human performance, 28(2), 143-163. https://doi.org/10.1016/0030-5073%2881%2990020-9
• Campion, M., Lord, R., & Pursell, E. (1981). Individual and organizational correlates of promotion refusal. Journal of Vocational Behavior, 19(1), 42-49. https://doi.org/10.1016/0001-8791%2881%2990048-8
• Lord, R., Phillips, J., & Rush, M. (1980). Effects of sex and personality on perceptions of emergent leadership, influence and social power. Journal of Applied Psychology, 65(2), 176-182. https://doi.org/10.1037/0021-9010.65.2.176
• Phillips, J., & Lord, R. (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. https://doi.org/10.1037/0021-9010.65.2.211
• Lord, R., & 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. https://doi.org/10.1016/0030-5073%2879%2990055-2
• Lord, R., & Hohenfeld, J. (1979). Longitudinal field assessment of equity effects on the performance of major league baseball players. Journal of Applied Psychology, 64(1), 19-26. https://doi.org/10.1037/0021-9010.64.1.19
• Lord, R., Binning, J., Rush, M., & Thomas, J. (1978). The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior. Organizational behavior and human performance, 21(1), 27-39. https://doi.org/10.1016/0030-5073%2878%2990036-3
• Lord, R. (1977). Functional leadership behavior: Measurement and relation to social power and leadership perceptions. Administrative Science Quarterly, 22(1), 114-133. https://doi.org/10.2307/2391749
• Rush, M., Thomas, J., & Lord, R. (1977). Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires. Organizational behavior and human performance, 20(1), 93-110. https://doi.org/10.1016/0030-5073%2877%2990046-0
• Lord, R. (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. https://doi.org/10.1016/0030-5073%2876%2990054-4

Report

• Lord, R., Jones, A., Dickinson, T., Ledvinka, I., & Balloun, J. (1987). Research funding in industrial/organizational psychology. [No known commissioning body]
• Lord, R. (1979). An examination of leader behavior coding techniques. [No known commissioning body]
• Lord, R. (1972). Decision making model for utilization of medical facilities: Development, application, implications. [No known commissioning body]