S
Suzanne J. Peterson
Researcher at Arizona State University
Publications - 44
Citations - 8603
Suzanne J. Peterson is an academic researcher from Arizona State University. The author has contributed to research in topics: Job performance & Organizational effectiveness. The author has an hindex of 26, co-authored 43 publications receiving 7450 citations. Previous affiliations of Suzanne J. Peterson include University of Cincinnati & Miami University.
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Authentic Leadership: Development and Validation of a Theory-Based Measure†:
TL;DR: The authors developed and tested a theory-based measure of authentic leadership using five separate samples obtained from China, Kenya, and the United States, and found a positive relationship between authentic leadership and supervisor-rated performance.
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Culture, entrepreneurial orientation, and global competitiveness
Sang M. Lee,Suzanne J. Peterson +1 more
TL;DR: Based on the conceptualization of entrepreneurial orientation (EO), the authors presents a cultural model of entrepreneurship and proposes that a society's propensity to generate autonomous, risk-taking, innovative, competitively aggressive and proactive entrepreneurs and firms will depend on its cultural foundation.
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The Development and Resulting Performance Impact of Positive Psychological Capital.
TL;DR: In this article, the authors conducted a pilot test of the PsyCap intervention (PCI) model with a randomized control group design, and conducted a follow-up study with a cross section of practicing managers to determine if following the training guidelines of the PCI caused the participants' performance to improve.
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Psychological capital and employee performance: a latent growth modeling approach
TL;DR: In this article, a longitudinal data from a large financial service organization (N= 179 financial advisory-type employees) was used to examine within-individual change in psychological capital over time and if this change relates to their change in performance.
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Employee engagement and manager self‐efficacy
Fred Luthans,Suzanne J. Peterson +1 more
TL;DR: In this article, the authors examined the role that a wide variety of managers' psychological state of self-efficacy plays in the relationship between their employees' measured engagement and a multiple measure (self, subordinates and peers) of the managers' effectiveness.