Stephen H. Courtright

Texas A&M University | TAMU · Department of Management

Since the industrial revolution, work and leisure have largely been considered opposing domains. A growing number of organizations, however, enable and/or promote blending leisure activities into the workplace. Similarly, several conceptualizations across different disciplines examine how work and leisure can coexist. These different conceptualizat...

While transformational leadership is foundational to individual, team, and organizational success, many managers struggle to consistently exhibit the behaviors captured in transformational leadership. Unfortunately, relatively little is known about what factors explain this day-to-day variation on transformational leadership. Drawing upon and exten...

Although extant research has shown that abusive supervision is a destructive and immoral form of leader behavior, theory provides conflicting perspectives on how supervisors respond to their own abusive behavior. We therefore draw upon and integrate moral cleansing theory and impression management and construction theory to explore whether and when...

Throughout its storied history, the leadership literature has predominantly treated leader behaviors as static and owing to stable antecedents like personality traits and organizational norms. In recent years however, this assumption has been challenged as researchers have acknowledged that leader behaviors are more dynamic than previously thought....

Research Summary Why do top executives leave their firms? Research on executive turnover has either focused on CEO dismissal or on group‐level TMT departure rates, mostly ignoring individual‐level factors that would predict why non‐CEO executives exit. Here, we extend the shock perspective of the unfolding model of turnover used in organizational b...

This review focuses on the paradoxical concept of self-leadership—defined as a comprehensive self-influence process capturing how individuals motivate themselves to complete work that is naturally motivating or work that must be done but is not naturally motivating—as a fundamental process that challenges many traditional assumptions in organizatio...

Past research overwhelmingly suggests that relationship conflict (RC) has negative effects on team processes and performance. However, little research has investigated the effects of RC through a temporal lens with an eye toward overcoming the short-term deleterious consequences of RC. Integrating threat rigidity and threat regulation theories, we...

Postmodern perspectives on work and leisure acknowledge the interwoven nature of these domains, an example being the increasing number of organizations intentionally incorporating leisure into the employee experience. Existing research, however, provides no specific theoretical guidance regarding the potential impacts of strategically integrating r...

Though prevalent in practice, team charters have only recently received scholarly attention. However, most of this work has been relatively devoid of theory, and consequently, key questions about why and under what conditions team charter quality affects team performance remain unanswered. To address these gaps, we draw on macro organizational cont...

Drawing on resource drain theory, we introduce self-regulatory resource (ego) depletion stemming from family-to-work conflict (FWC) as an alternative theoretical perspective on why supervisors behave abusively toward subordinates. Our two-study examination of a cross-domain antecedent of abusive supervision stands in contrast to prior research, whi...

Although interdependence is a central aspect of team design, there has been a lack of clarity regarding the meaning and impact of different forms of interdependence. To provide theoretical clarity and to advance research on team interdependence, we develop an organizing, conceptual framework of interdependence in teams and test it using meta-analys...

Conceptualizing relationship conflict as a threat to team members, we examined the relationship between relationship conflict and change in critical team processes in thirty-five project teams over a 4-month period. The purpose of our investigation was to test composite team emotion regulation (i.e. cognitive reappraisal vs. suppression) as a moder...

In this paper we address an age-old expression – “sharing is caring.” We offer a model and propositions suggesting that shared leadership proactively increases group-level caring and ultimately group-level performance within organizations through two key mediating mechanisms – psychological empowerment climate and group solidarity. In addition, we...

Despite the fact that most economic, sociological, and management theories view work and leisure as separate and opposing domains of life, it is becoming increasingly popular for companies to devote resources toward leisure activities in the workplace. However, research has not addressed potential work-specific outcomes and processes of strategical...

Past research suggests that autonomy has highly variable effects on team performance, and that one explanation for this pattern of findings is that autonomous teams fall into a state of disorder where they lack clarity regarding the goals of the broader organization. Following this perspective , the authors develop a model proposing that performanc...

We present a comprehensive theory of collective organizational engagement, integrating engagement theory with the resource management model. We propose that engagement can be considered an organization-level construct influenced by motivationally focused organizational practices that represent firm-level resources. Specifically, we evaluate three d...

Leadership development research has largely drawn on experiential and enactive learning theories to explore the positive effects of developmental challenge on leaders. In contrast, we examined potential positive and negative effects of developmental challenge (i.e., challenging job assignments) on leader behavior through an alternative theoretical...

Despite the wide use of physical ability tests for selection and placement decisions in physically demanding occupations, research has suggested that there are substantial male-female differences on the scores of such tests, contributing to adverse impact. In this study, we present updated, revised meta-analytic estimates of sex differences in phys...

The authors use a multilevel framework to introduce peer-based control as a motivational state that emerges in self-managing teams. The authors specifically describe how peer-based rational control, which is defined as team members perceiving the distribution of economic rewards as dependent on input from teammates, extends and interacts with the m...

This paper provides meta-analytic support for an integrated model specifying the antecedents and consequences of psychological and team empowerment. Results indicate that contextual antecedent constructs representing perceived high-performance managerial practices, socio-political support, leadership, and work characteristics are each strongly rela...

Public rates of return on higher education expenditures are calculated by state. Benefits accruing to states from their investments in higher education are measured by differential tax revenues collected from college-educated citizens versus high-school-educated citizens. For most states we find an adequate rate of return on such investments. Howev...

Over the past 30 years substantial research has focused on the concept of self-leadership. The authors adopt a multilevel perspective to review this research at both individual and team levels of analysis. At the individual level, studies consistently show that increased self-leadership corresponds with better affective responses and improved work...

This study examines the utility of peer-based reward as an alternative compensation strategy. Specifically, we investigate whether individual performance increases when employees perceive that their organizational rewards are primarily based on peer recommendations. We also examine whether peer-based reward interacts with the individual's level of...

Although transformational leadership has been studied extensively, the magnitude of the relationship between transformational leadership and follower performance across criterion types and levels of analysis remains unclear. Based on 117 independent samples over 113 primary studies, the current meta-analytic study showed that transformational leade...