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Michael Daniels

Michael Daniels

Michael Daniels

BSc (Michigan State University)
MA, PhD (Bowling Green State University)
Assistant Professor, Organizational Behaviour and Human Resources Division

Selected publications

  • Dhaliwal, N.A., Skarlicki, D.P., Hoegg, J., & Daniels, M.A. (In Press). Consequentialist Motives for Punishment Signal Trustworthiness. Journal of Business Ethics.
  • Oc, B., Daniels, M. A., Diefendorff, J. M., Bashshur, M. R., Greguras, G. J. (2020). Humility Breeds Authenticity: How Authentic Leader Humility Shapes Follower Vulnerability and Felt Authenticity. Organizational Behavior and Human Decision Processes, 158, 112-125.
  • Efrat-Treister, D., Daniels, M.A., & Robinson, S. L. (2020). Putting Time in Perspective: How and Why Construal Level Buffers the Relationship between Wait Time and Aggressive Tendencies. Journal of Organizational Behavior, 41, 294-309.
  • Daniels, M. A., & Robinson, S. L. (2019). The Shame of It All: A Review of Shame in Organizational Life. Journal of Management, 45(6), 2448-2473.
  • Gabriel, A. S., Daniels, M. A., Diefendorff, J. M., & Greguras, G. J. (2015). Emotional labor actors: A latent profile analysis of emotional labor strategies. Journal of Applied Psychology.
  • Oc, B., Bashshur, M. R., Daniels, M. A., Greguras, G. J., & Diefendorff, J. M. (2015). Leader humility in Singapore. The Leadership Quarterly.
  • Daniels, M. A., & Greguras, G. J. (2014).  Exploring the nature of power distance: Implications for micro- and macro-level theories, processes, and outcomes. Journal of Management, 40(4), 1-28.

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