D
David R. Hekman
Researcher at University of Colorado Boulder
Publications - 22
Citations - 2501
David R. Hekman is an academic researcher from University of Colorado Boulder. The author has contributed to research in topics: Personality & Professional identification. The author has an hindex of 13, co-authored 20 publications receiving 2011 citations. Previous affiliations of David R. Hekman include University of Colorado Denver & University of Wisconsin–Milwaukee.
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Modeling how to grow: an inductive examination of humble leader behaviors, contingencies, and outcomes
Bradley P. Owens,David R. Hekman +1 more
TL;DR: A growing number of leadership writers argue leader humility is important to organizational effectiveness as mentioned in this paper, but little is known about the construct, why some leaders behave more humbly than others, and why they are more successful than others.
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Turnover Contagion: How Coworkers' Job Embeddedness and Job Search Behaviors Influence Quitting
Will Felps,Terence R. Mitchell,David R. Hekman,Thomas W. Lee,Brooks C. Holtom,Wendy S. Harman +5 more
TL;DR: In this article, the authors developed and tested a model of turnover contagion in which the job embeddedness and job search behaviors of coworkers influence employees' decisions to quit, and they found that coworkers' job embeddings and search behaviors explain variance in individual turnover over and above that explained by other individual and group-level predictors.
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How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus
Bradley P. Owens,David R. Hekman +1 more
TL;DR: This article examined how leader humility influences team interaction patterns, emergent states, and an emergent state, using data from 607 subjects organized into 161 teams (84 laboratory teams, 77 organizational field teams).
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Combined effects of organizational and professional identification on the reciprocity dynamic for professional employees
TL;DR: In this paper, the authors consider when professional employees reciprocate perceived organizational treatment and investigate the association between perceived organizational support (POS) and reciprocation in a large sample of physician employees.
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Stakeholder Theory and Managerial Decision-Making: Constraints and Implications of Balancing Stakeholder Interests
TL;DR: In this article, the authors used stakeholder theory to examine managerial decisions about balancing stakeholder interests and found that indivisible resources and unequal levels of stakeholder saliency constrain managers' efforts to balance stakeholder interest.