Broadly, my research examines how interpersonal interactions impact motivations, behaviors, and effectiveness at multiple levels of analysis (i.e., team and individual). In particular, I am intrigued by paradoxes sparked by positive factors. The current focus of my research centers on the consequences of individual high performance at work—for the performers, their peers, and their workgroups. To date, I have shown that high performers elicit both social support and social undermining from peers, face more abusive supervision than average performers, engage in more abuse of their employees, get away with more abuse of employees and unethical behavior, trigger disgust and contempt, affect peers’ motivation to contribute proactively, and both help and hinder team innovative processes.
Refereed Publications
*equal authorship contributions | † student co-author at the inception of the project
11. Solomon, B. C., Hall, M. E. K., Muir, C. Z., & Campbell, E. M. 2021. Why disagreeableness (in married men) leads to earning more: A theory and test of social exchange at home. Personnel Psychology, advanced online publication.
10. Zhou, L., †Park, J., Kammeyer-Mueller, J. D., Shah, P., Campbell, E. M., & Lee, C. 2021. Rookies connected: Interpersonal relationships among newcomers, newcomer adjustment process, and socialization outcomes. Journal of Applied Psychology, advanced online publication.
9. Sitzmann, T. & Campbell, E. M. 2020. The hidden cost of prayer? How and why religiosity impacts the gender wage gap. Academy of Management Journal, in press.
8. *Call, M. L., *Campbell, E. M., *Dunford, B., Boswell, W., & Boss, W. 2020. Shining with the stars?: Unearthing how group star proportion shapes non-star performance. Personnel Psychology, in press.
7. Downes, P. E., Crawford, E., Seibert, S., Stoverink, A., & Campbell, E. M. 2019. Referents or role models? The self-efficacy and job performance effects of perceiving higher performing peers. Journal of Applied Psychology, in press.
6. Campbell, E. M., Liao, H., Chuang, A., Zhou, J., & Dong Y. 2017. Hot shots and cool reception? An expanded view of social consequences for high performers. Journal of Applied Psychology, 100: 845-866.
5. Dong, Y., Liao, H., Chuang, A., Zhou, J., & Campbell, E. M. 2015. Fostering employee service creativity: Joint effects of customer empowering behaviors and supervisory empowering behaviors. Journal of Applied Psychology, 100: 1354-1380.
4. Chen, G., Farh, J. L., Campbell, E. M., Wu, Z., & Wu, X. 2013. Teams as innovative systems: Multilevel motivational antecedents of innovation in R&D teams. Journal of Applied Psychology, 98: 1018-1027.
3. *Martin, S., *Liao, H., & *Campbell, E. M. 2013. Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56: 1372-1395. *Denotes equal authorship contribution, order reverse-alphabetical
2. Grant, A. M., & Campbell, E. M. 2007. Doing harm, doing good, being well and burning out: The interactions of perceived prosocial and antisocial impact in service work. Journal of Occupational and Organizational Psychology, 80: 665–691.
1. Grant, A. M., Campbell, E. M., Chen, G., Cottone, K., Lapedis, D., & Lee, K. 2007. Impact and the art of motivation maintenance: The effects of contact with beneficiaries on persistence behavior. Organizational Behavior and Human Decision Processes, 103: 53-67.
Papers Under Review or Revision
(with Welsh, D. T., & †Wang, W.) [high performer ethicality]. Under 3rd round review.
(With †Wang, W., Duffy, M. K., & Liu, J.) [ethics and narcissistic leaders]. Invited 2nd revision.
(With Hendricks, J. L., & Call, M. L.) [multilevel consequences of high performers in workgroups]. Under 2nd round review.
(with Liu, W., Li, W-D., & Liao, H.) [gendered effects of trust in physicians]. Under 2nd round review.
(with Bartol, K. M., Dong. Y., & †Winchester, C. C.) [leadership of teams working remotely]. Invited revision.
† denotes Ph.D. student co-authors
Areas of Active Projects & Working Papers
How high performers Impact peers’ emotions, motivations, learning, & performance
How, why, and when high performers impact their teams’ interactions and performance
How implications of high performers’ personality
When & why supervisors license their abuse of employees
Contingent consequences of empowering and ethical leadership
How & to whom mid-level leaders deploy their time and attention
How gender impacts enactment & appraisal of proactive behavior