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Sam Hunter

Sam Hunter

Associate Professor of Psychology

615 Moore Building
Email:
Office Phone: (814) 865-0107

Curriculum Vitae

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Education:

  1. Ph. D., University of Oklahoma, 2007

Biography:

Research Interests

My research interests are best categorized into two broad, yet overlapping domains:  leadership and innovation management.  Within the area of leadership, my current interests revolve around understanding darker leader behaviors including leader error and leader deviance.  Within the area of innovation, my interests focus on the enhancement and development of innovation in the workplace.  Across both areas of interest, I take a multilevel perspective to understanding and investigating relevant constructs.  Secondary interests include: teams, leading unique workforce populations, organizational climate, alternative research methods, multilevel modeling and structural equation modeling.

 

Recent Publications

Lovelace, J., Neely, B., Allen, J., & Hunter, S. T.  (in press). Charismatic, ideological, and pragmatic (CIP) leadership:  A critical review and agenda for future research.  The Leadership Quarterly

Follmer, K., Neely, B., Jones, K., & Hunter, S. T. (in press).  To lead is to err:  The mediating role of attribution in the relationship of leader error and leader ratings”.  The Journal of Leadership and Organizational Studies. 

Crayne, M. & Hunter, S. T. (2018).  Historiometry in organizational science:  Renewed attention for an established research method.  Organizational Research Methods.  

Hunter, S. T., Shortland, N., Crayne, M., & Ligon, G. S. (2017).  Recruitment and selection in violent extremist organizations:  Exploring what industrial and organizational psychology might contribute.  American Psychologist.

Hunter, S. T., Cushenbery, L., & Jayne, B. (2017).  Why two heads may be better than one in leading innovation: A dyadic theory.  Journal of Organizational Behavior.

Gutworth, M. B., Cushenbery, L. D., & Hunter, S. T. (2017).  Creativity for deliberate harm:  Malevolent creativity and social information processing theory.  Journal of Creative Behavior.

Gutworth, M. B., & Hunter, S. T. (2017).  Ethical saliency:  Deterring deviance in creative individuals.  Psychology of aesthetics, creativity, and the arts.

Hunter, S. T., Gutworth, M., & Lovelace, J. (2016).  Originality at work.  In Rogelberg (Ed.).  Encyclopedia of Industrial and Organizational Psychology, 2nd Edition.  Thousand Oaks, CA:  Sage.

Hunter, S. T., & Cushenbery, L. (2015).  Is being a jerk necessary for originality?  Examining the role of disagreeableness in the sharing and utilization of original ideas.  Journal of Business and Psychology, 30, 621-639.

Neely, B. & Hunter, S. T. (2014).  In a discussion on invisible disabilities, let us not lose sight of employees on the autism spectrum.  Industrial and Organizational Psychology:  Perspectives on Science and Practice, 7, 274-277.

Parr, A. D., Hunter, S. T., & Ligon, G. (2013).  Transformational leadership and employees with autism:  A critical examination of universal applicability.  The Leadership Quarterly, 24, 608-622.

Gill, P., Horgan, J., Hunter, S. T., & Cushenbery, L. (2013).  Malevolent creativity in terrorist organizations.  Journal of Creative Behavior, 47, 125-151.

Ligon, G. S., Harris, D., & Hunter, S. T.  (2012).  Quantifying the lives of Osama bin Laden, Idi Amin, and Bill Belichick:  What historiometric approaches can tell us about outstanding leadership.  Leadership Quarterly, 23, 1104-1133.

Thoroughgood, C.N., Padilla, A., Tate, B. W., & Hunter, S. T. (2012). The susceptible circle: A taxonomy of “dark” followers associated with destructive leaders. The Leadership Quarterly, 23, 897-917.

Thoroughgood, C.N., Sawyer, K.B., & Hunter, S.T. (2012). Real men don’t make mistakes:  Investigating the effects of leader gender, error type, and the nature of the task on leader error perceptions. Journal of Business & Psychology, 23, 1-18.

Hunter, S. T. (2012).  Leadership, ethics, and identity:  What did we learn, and where do we go from here?  Journal of Business Ethics, 107, 79-87.

Hunter, S. T., Cushenbery, L., & Friedrich, T. (2012).  Hiring an innovative workforce:  A necessary yet uniquely challenging endeavor.  Human Resource Management Review, 22, 302-322

Hunter, S. T., & Cushenbery, L. (2011).  Leading for innovation:  Direct and indirect influences.  Advances in Developing Human Resources, 13, 248-265.

Hunter, S. T., Tate, B. W., Dzieweczynski, J., & Bedell-Avers, K. E. (2011).  Leaders make mistakes:  A multilevel consideration of why.  The Leadership Quarterly, 22, 239-258.

Hunter, S. T., Cushenbery, L., Thoroughgood, C. N., & Ligon, G. S.  (2011). First and Ten Leadership:  A historiometric investigation of the CIP leadership model. The Leadership Quarterly, 22, 70-91.

Hunter, S. T., Thoroughgood, C., Myer, A., & Ligon, G. S. (2011). Managing the paradoxes of leading for innovation. Psychology of Aesthetics, Creativity, and the Arts, 5, 54-66.

Ligon, G. S., Hunter, S. T., & Mumford, M. D. (2008).  Development of outstanding leadership:  A life narrative approach.  Leadership Quarterly, 19, 312-334.

Greer, T., Dunlap, W. P., & Hunter, S. T. (2006).  The effects of skew on internal consistency.  Journal of Applied Psychology, 91, 1351-1358.

 

Research Interests:

Industrial/Organizational :
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