Michael Mumford
USERN Advisory BoardEducation
Ph.D. 1983, University of Georgia, Industrial/Organizational Psychology and Psychometrics
M.S. 1981, University of Georgia, Industrial/Organizational Psychology and Psychometrics
B.A. 1979, Bucknell University, Psychology
Honors and Awards
Fellowships: Fellow, American Psychological Association
Division 3 (Experimental)
Division 5 (Measurement)
Division 10 (Creativity)
Division 14 (Organizational)
Fellow, Society for Industrial and Organizational Psychology
Fellow, American Psychological Society
Corresponding Fellow, Center for Leadership Studies
Society for Organizational Behavior
Editor: The Leadership Quarterly (2005-2010)
Creativity Research Journal (2017 – Present)
Associate Editor: The Leadership Quarterly (1998 – 2001)
The Leadership Quarterly (2010 – 2016)
Guest Editor: The Leadership Quarterly (1991, 2003, 2015)
Journal of Creative Behavior (1997)
Human Resources Management Review (2006)
Editorial Boards: Creativity Research Journal (1992 – Present)
Journal of Creative Behavior (1994 – Present)
The Leadership Quarterly (1994 – Present)
IEEE Transactions on Engineering Management (2004 – Present)
Serbian Journal of Management (2006 – Present)
Journal of Business Ethics (2006 – Present)
International Journal of Creativity and Problem-Solving (2007 – Present)
The Open Management Journal (2007 – Present)
The Open Ethics Journal (2007 – Present)
Organization Science (2009 – Present)
Ethics and Behavior (2010 – Present)
Journal of Character and Leadership Development (2010 – Present)
Group and Organizational Management (2014 – Present)
Accountability in Research (2015 - Present)
Corporate Boards: Previsor
Skills Net
Review Panels: National Institutes of Health, Scientific Integrity
National Science Foundation, Scientific Integrity, Creativity
National Academy of Sciences, Scientific Integrity
Department of Labor, Background Data
Department of Labor, Job Analysis
Department of Labor, Revision of the GATB
Department of Defense, Human Resource Management (Chair)
Department of Defense, Officer Selection
Department of Defense, Strategic Leadership
Department of Defense, Security Assessments
Department of Education, University Assessment
Department of Education, Leadership
Association of Chiefs of Police, Workplace Violence
Council of Graduate Schools, Scientific Integrity
Department of State, Quadrennial Review
Educational Testing Service, Test Scoring
National Aeronautics and Space Administration, BHP Working Group
Invited Addresses: Society for Industrial and Organizational Psychology, Leading Edge Consortium
Society for Industrial and Organizational Psychology
International Society for the Psychology of Science
Central Intelligence Agency
Government of South Korea
Creativity and Innovation Management Conference
Educational Testing Service
State Department Board of Examiners
American Psychological Society
State of Creativity
University of Georgia, Biodata Conference
American Oil Chemists’ Society
Personnel Testing Council, Southern California
AT&T Personnel Division
Oklahoma Psychological Society
Claremont-McKenna College
North Carolina State University
Texas Tech University
Penn State Great Valley
Gannon University
SUNY, Binghamton
University of Gothenburg
Association of American Medical Colleges
Colorado School of Mines
Duke University
Kansas State University
University of Bath
University of Warwick
University of Illinois
University of Houston
Office of Research Integrity Conference
World Conference on Research Integrity
SUNY, Buffalo
New York University
University of Georgia
Colloquia: University of Buffalo
Arizona State University
West Point
Bowling Green State University
Georgia Institute of Technology
Center for Creative Leadership
Bucknell University
University of Gothenburg
Appointments: Professor of Management, The University of Oklahoma
Adjunct Faculty, Developmental Psychology, University of Georgia
Core Faculty, NIA Training Grant
Federal Advisory Employment (GM 15-9)
Committees: SIOP Fellowship
SIOP Awards
SIOP Conference
AOM Chair, Leadership Network (2005)
AOM Steering Committee, Leadership Network (2005-2011)
Kansas State, Distinguished Professor Review Committee (2013)
Awards: George Lynn Cross Distinguished Research Professor (2005-present)
Civilian Service Medal (2014)
University of Oklahoma Best Thesis Award (2014)
AOM (MOC) Best Paper Award, 2011
Ethics and Behavior, Editor’s Choice Award, 2011
The Leadership Quarterly Editorial Award, 2004
The Leadership Quarterly Editorial Award, 2003
The Leadership Quarterly, Editorial Award, 2000
SIOP, Best Paper Award, 2009
SIOP, Myers Applied Research Award, 2002
AOCS Best Paper Award, 1997
CCL Award for Best Leadership Article, 2009
CCL Award for Best Leadership Article, 1995
University Award for Excellence in Centers and Institutes, 1991
Zimmer Research Scholar, 1982
Sigma XI, 1981
Phi Kappa Phi, 1981
Present Position
George Lynn Cross Distinguished Research Professor, Program Director, Executive Education Coordinator, Center Director, Department of Psychology, University of Oklahoma
Responsible for the design and development of graduate curriculum in Industrial and Organizational Psychology and teaching graduate level courses. Supervises graduate student research as well as dissertation preparation. Directs a center working on projects concerned with the assessment and development of high level talent. Supervises proposal preparation, monitors project progress, and directs client development efforts. Responsible for development and oversight of executive development programs concerned with leadership and management in technologically-based organizations. Oversees faculty work, program development efforts, and outreach activities.
Professional Experience
Principal Investigator, Center Director (CASR), Chief Human Resources Consultant. On this series of projects, integrated human resources systems were developed for several large Federal organizations. These projects involved development of human resource policies and practices in areas such as selection, training, compensation, promotion, performance, appraisal, ADA compliance, career pathing, and strategic planning. Additionally, software systems to support these interventions were designed and implemented. In these efforts, oversight of multiple subcontracts involving both human resources and systems engineering firms was required.
Principal Investigator, Chief Scientist, Talent Assessment. On this series of projects, multivariate models were developed to describe exceptional performance in a variety of fields. Alternative measures of skills, dispositional, and life history constructs were developed and used to predict performance in field settings. Additionally, training programs were devised to provide staff with the expertise needed to apply these measures when assessing individuals.
Principal Investigator, Scientific Integrity. On this series of projects, an attempt was made to identify the individual and situational variables influencing scientific misconduct. Situated ethical dilemmas were developed along with a new set of life history based contextual measures applying to the individual, group and organizational levels. Based on the findings obtained in a set of hierarchal modeling analyses, interventions were designed at validated intended to minimize misconduct.
Project Investigator and Team Leader, Occupational Analysis. On this series of studies, new procedures for describing jobs were developed. The projects required development of new measures for describing jobs. Artificial intelligence systems for collection of job-specific descriptive information were developed and field tested, along with new procedures for the definition of job families. Additionally, software was developed to promote the use of this information in operational management.
Project Director, Leader Assessment. These studies were concerned with the development of new measures for assessing leadership skills and mapping the development of these skills over the course of leaders’ careers. A wide variety of alternative measures were developed and validated and new computer assisted procedures for skill assessment were developed. Other work involved profiling leaders’ career histories and identifying the timing of optimal developmental interventions.
Project Director, Program Evaluation. In this study, a review was conducted of the research underlying a technique subsumed under the rubric of performance enhancement. Relevant research and prior operations were reviewed to assess the success of the program and justification for continued funding. Other program evaluation work has included assessment of the Army job information and personnel systems in relation to emerging strategic requirements.
Project Director, Measuring Adaptability. In this study a systematic review was conducted examining the cognitive, dispositional, and motivational factors that contribute to individual and organizational adaptability. A multivariate process model was then developed identifying the key cognitive operations that permit adaptation to new or changing situations. This model then provided a basis for developing a series of cognitive and performance measures intended to assess adaptive potential.
Senior Research Fellow, Managing Partner, American Institutes for Research, 1994 to 1999. At A.I.R., Dr. Mumford was responsible for the management of multiple projects in the areas of human resources practice, occupational analysis, testing, evaluation, and the assessment and development of high level talent. His supervised staff work on these projects as well as taking responsibility for business development, proposal preparation, project planning, and project management. He was responsible for 40 professional staff and more than $10 million in project funds.
Associate Professor of Industrial Psychology and Associate Director of the Center for Behavioral and Cognitive Studies, George Mason University, 1989 to 1994. At George Mason, Dr. Mumford directed research, sponsored by the Office of Naval Research concerned with the development of background data measure to assess adaptability and integrity. He also directed a series of projects concerned with the assessment of leadership potential.
Assistant Professor of Industrial Psychology, Georgia Institute of Technology, 1985 to 1989. During this period, Dr. Mumford initiated a program of research concerned with the assessment of critical and creative thinking skills. Additionally, Dr. Mumford directed a number of projects concerned with the development and application of background data measures.
Research Scientist, Advanced Research Resources Organization (ARRO), 1983 to 1985. Dr. Mumford took primary responsibility for the design of a system to be used in modeling Air Force technical training. He also served as a design specialist on Army project concerned with the specification of key leader performance requirements.
Research Assistant to Dr. William A. Owens, University of Georgia, 1979 to 1983. During his time at the University of Georgia, Dr. Mumford conducted studies on the identification and assessment of patterns of differential development.
Employment History
1999-Present George Lynn Cross Distinguished Research Professor; Program Director, Executive Education Coordinator, Center Director; Department of Psychology, University of Oklahoma; Norman, OK
1998-1999 Senior Research Fellow; Managing Partner;
American Institutes for Research; Washington, DC
1996-1998 Principal Research Scientist; Associate Director of the Personnel
Assessment Group; American Institutes for Research; Washington, DC
1994-1996 Senior Research Scientist; Associate Director of the Personnel
Assessment Group; American Institutes for Research; Washington, DC
1989-1994 Associate Professor; Associate Director, Center for Behavioral and
Cognitive Studies; George Mason University; Fairfax, VA
1985-1989 Assistant Professor; School of Psychology, Georgia Institute of Technology; Atlanta, GA
1983-1985 Research Scientist; Advanced Research Resources Organization;
Bethesda, MD
1979-1983 Research Assistant; Institute for Behavioral Research; The University
of Georgia; Athens, GA
Professional Affiliations
American Psychological Association (Divisions 1, 3, 5, 10, 14, 20)
American Psychological Society
Society for Industrial and Organizational Psychology
Academy of Management
Publications
Books:
11) Mumford, M.D. & Hemlin, S. (in preparation). Handbook of Research on Leadership and Creativity. London, England: Eglar.
10) Mumford, M.D. & Frese, M.R. (2015). Planning in Organizations: The Psychology of Performance. New York: Taylor & Francis.
9) Mumford, M.D. (2014). Leadership, Creativity and Innovation. London, England: Sage.
8) Hemlin, S., Allwood, C.M., Martin, B., & Mumford, M.D. (2013). Leadership in Science,Technology, and Innovation. London, England: Rutledge.
7) Mumford, M.D. (2012). Handbook of Organizational Creativity. San Diego, CA: Elsevier.
6) Mumford, M.D. (2010). Leadership 101. New York: Springer.
5) Mumford, M.D., Hunter, S. T., & Bedell, K. (2008). Innovation in Organizations: A Multi-Level Perspective. Oxford, England: Elsevier.
4) Mumford, M.D. (2006). Pathways to Outstanding Leadership: A Comparative Analysis of Charismatic, Ideological, and Pragmatic Leadership. Mahwah, NJ: Erlbaum.
3) Peterson, N.G., Mumford, M.D., Borman, W.C., Jeanneret, P.R., & Fleishman, E.A. (1999). An Occupational Information System for the 21st Century: The Development of O*NET. Washington, DC: American Psychological Association.
2) Stokes, G.S., Mumford, M.D., & Owens, W.A. (1994). Biodata Handbook: Theory, Research, and Use of Biographical Information for Selection and Performance Prediction. Palo Alto, CA: Consulting Psychologists Press.
1) Mumford, M.D., Stokes, G.S., & Owens, W.A. (1990). Patterns of Life Adaptation: The Ecology of Human Individuality. Hillsdale, NJ: Erlbaum.
Articles:
356) Bagdasarov, Z., Johnson, J.F., MacDougall, A.E., Steele, L.M., Connelly, M.S., & Mumford, M.D.
(in press). Mental models and ethical decision-making: The mediating role of sensemaking. Journal
of Business Ethics.
355) Bernard, D., O’Hair, H.D., Cunningham, L., Angie, A., Davis, J., Byrne, C.L., Connelly, M.S., &
Mumford, M.D. (in press). Arguing online: Examining the landscapes of computer mediated
communication. Journal of Computer-Mediated Communication.
354) Byrne, C.L., Hughes, M.L., Nei, D.S., Griffin, J., Harkrider, L.N., Zeni, T.A., Shipman, A.S., Angie,
A.A., Ruark, G.A., Davis, J.L., Connelly, M.S., Mumford, M.D., & O’Hare, H.D. (in press).
Examining online communications: A method for quantitative analysis of qualitative data. Journal
of Applied Social Psychology.
353) Connelly, M.S., Dunbar, N., Jensen, M., Griffith, J.A., Hughes, M.G., Adame, B., Rozell, B., Taylor,
W., & Mumford, M.D. (in press). Ideological and non-ideological groups: A comparison of
psychological process, credibility, and persuasion. Journal of Applied Social Psychology.
352) DuBois, J., Tait, R., Chibnall, J., Wia, J.V., Baldwin, K., Antes, A., & Mumford, M.D. (in press).
Validation of a new professional decision-making in research (PDR) measure. Science and
Engineering Ethics.
351) Friedrich, T.L., Griffith, J.A., & Mumford, M.D. (in press). Localized and generalized collective
leadership tactics: Evaluating the team network, problem situation, and leader characteristics that
influence their press use. The Leadership Quarterly.
350) Griffith, J.A., Connelly, M.S., Johnson, G., Hardy, J., Cooper, O.D., Arsenault, M.L., & Mumford, M.D. (in press). Discrediting in a message board forum: The effects of social support and attacks on expertise and trustworthiness. Journal of Computer Mediated Communication.
349) Harkrider, L.N., MacDougall, A.J., Bagdasarov, Z., Johnson, J.F., Mumford, M.D., Connelly, M.S.,
& Devenport, L.D. (in press). Improving case-based ethics training: How modeling behaviors and
forecasting influence effectiveness. Science and Engineering Ethics.
348) Mecca, J.T., Gibson, C., Giorgini, V., Medeiros, K.E., Mumford, M.D., Connelly, M.S., &
Devenport, L.D. (in press). Researcher perspectives on conflicts of interest: A qualitative analysis of
views from academia. Science and Engineering Ethics.
347) Mecca, J.T., Medeiros, K.E., Giorgini, V., Gibson, C., Mumford, M.D., & Connelly, M.S. (in press).
Biases and compensatory strategies: The efficacy of a training intervention. Ethics and Behavior.
346) Medeiros, K.E., Watts, L.L., & Mumford, M.D. (in press). Thinking inside the box: Educating
leaders to manage constraints. In Zhou C. (Ed.) Handbook of Research on Creative Problem-Solving
Skill Development on Higher Education. IGI Global: London, England.
345) Mumford, M.D. (in press). Assessing the effectiveness of responsible conduct of research training:
Key findings and viable procedures. In Nerem, R. (Ed.), Responsible Science. Washington, D.C.:
National Academies of Science.
344) Mumford, M.D. & McIntosh, T. (in press). William A. Owens, Jr: Distinguished scientific
contributions award. In S. Rogelberg, K. Schokley, & S. Tonidandel (Eds.). Encyclopedia of
Industrial and Organizational Psychology. Los Angeles, CA: Sage.
343) Mumford, M.D., McIntosh, T. & Mulhearn, T. (in press). Using cases to understand expert
performance: Method and methodological triangulation. In K.A. Ericsson (Ed.) Cambridge
Handbook of Expertise and Expert Performance: 2nd Edition. Cambridge, England.
342) Mumford, M.D., Mulhearn, T., Watts, L., & Steele, L. (in press). Leader impacts on creative teams:
Direction, engagement and sales. In R. Reiter-Palmon (Ed.). Creative Teams. Oxford, England:
Oxford University Press.
341) Mumford, M.D., Steele, L., Mulhearn, T., McIntosh, T., & Watts, L. (in press). Leader planning
skills and creative performance: Integration of past, present, and future. In M.D. Mumford & S.
Hemlin (Eds.) Handbook of Research on Leadership and Creativity. London, England: Sage.
340) Steele, L.M., Johnson, J.F., Watts, L.L., MacDougall, A.E., Mumford, M.D., Connelly, M.S.,
Williams, T.H.L. (in press). A Comparison of the effects of ethics training or international and US
students. Atlas of Science.
339) Steele, L., Johnson, J.F., Watts, L., MacDougall, A., Mumford, M.D., Connelly, M.S., & Williams,
T.H.L. (in press). The effects of ethics training on international and domestic students in the United
States. Science and Engineering Ethics.
338) Steele, L.M. & Mumford, M.D. (in press). Enron. In S. Rogelberg, K. Schokley, & S. Tonidandel
(Eds.). Encyclopedia of Industrial and Organizational Psychology. Los Angeles, CA: Sage.
337) Watts, L.L., Mulhearn, T.J., Todd, E.M., & Mumford, M.D. (in press). Leader idea evaluation and
follower creativity: Challenges, constraints, capabilities. In M.D. Mumford & S. Hemlin (Eds.).
Handbook of Research on Leadership and Creativity. London, England: Edward Elgar.
336) Watts, L., Steele, L., & Mumford, M.D. (in press). Stories as a basis for leadership development:
Pragmatic and charismatic leadership. Leadership and Organizational Studies.
335) Zeni, T., Buckley, M.R., & Mumford, M.D. (in press). Ethical decision-making by business leaders:
The impact of cognitive biases and strategies. The Leadership Quarterly.
334) Mumford, M.D., McIntosh, L.E., Mulhearn, T., Steele, L., & Watts, L. (2016). Processes,
strategies and knowledge in creative thought: Multiple interacting systems. In J. Kaufman & J. Baer
(eds.). Creativity and Reason in Cognitive Development, (pp. 164-186). Cambridge, England:
Cambridge University Press.
333) Bagdasarov, Z., MacDougall, A.E., Johnson, J.F., & Mumford, M.D. (2015). In case you didn’t
know: Recommendations for case-based ethics training. In Issa, T. & Wolf, R. (Eds.). International
Business Ethics Training, and Growth Opportunities, pp. 37-48. Sydney, Australia: IGI.
332) Connelly, M.S., Dunbar, N.E., Jensen, M.L., Griffith, J., Taylor, W.D., Johnson, G., Hughes, M. &
Mumford, M.D. (2015). Social categorization, moral disengagement, and credibility of ideological
group websites. Journal of Media Psychology, 10, 1-17.
331) Frese, M., Mumford, M.D., & Gibson, C. (2015). Organizational planning: The psychology of
performance. In M.D. Mumford & M. Frese (Eds.). Organizational Planning: The Psychology of
Performance, pp. 1-8. New York: Taylor & Francis.
330) Giorgini, V., Gibson, C., Mecca, J.T., Mederios, K.E., Mumford, M.D., Connelly, M.S., &
Devenport, L.D. (2015). Differences in ethical decision making across field, position level, and
gender. Science and Engineering Ethics, 21, 1551-1579.
329) Giorgini, V., Mecca, J., Gibson, C., Medeiros, K.E., Mumford, M.D., Connelly, M.S., & Devenport,
L.D. (2015). Perceptions of ethical guidelines on ethical decision making in the sciences.
Accountability in Research, 22, 123-138.
328) MacDougall, A.E., Bagdasarov, Z., Johnson, J.F., & Mumford, M.D. (2015). Ethical
sensemaking: An extended conceptualization and implications for human resource management. In
M. Buckley (Ed.). Research in Personnel and Human Resources Management (pp. 121-189).
Oxford, England: Emerald.
327) Medeiros, K.E., Gibson, C., Mecca, J.T., Giorgini, V., Connelly, M.S., Mumford, M.D., &
Devenport, L.D. (2015). Playing, sitting out, and observing the game: An investigation of faculty
members’ perspectives on political behavior in ethical decision-making. Accountability in Research,
22, 284-300.
326) Mumford, M.D., Giorgini, V. & Steele, L. (2015). Planning by leaders: The influence of planning
on leader performance. In M.D. Mumford & M. Frese (Eds.), Planning in Organizations: The
Psychology of Performance, pp. 242-259. New York: Taylor & Francis.
325) Mumford, M.D., Mecca, J., Watts, L. (2015). Planning processes: Cognitive operations
influencing performance. In M.D. Mumford & M. Frese (Eds.), Planning in Organizations: The
Psychology of Performance, pp. 9-30. New York: Taylor & Francis.
324) Mumford, M.D. & Mulhearn, T. (2015). More than just a bright idea: The process for successful
creative solutions. Talent Quarterly, 6, 44-50.
323) Mumford, M.D., Steele, L., McIntosh, T., & Mulhearn, T. (2015). Forecasting and leader
performance: Objective cognition in a socio-organizational context. The Leadership Quarterly, 26,
359-369.
322) Mumford, M.D., Steele, L., & Watts, L. (2015). Evaluating ethics education programs: A multi-
level approach. Ethics and Behavior, 25, 37-60.
321) Mumford, M.D., Watts, L., & Partlow, P. (2015). Leader Cognition: Approaches and findings.
The Leadership Quarterly, 26, 301-306.
320) Partlow, P.J., Medeiros, K.E., & Mumford, M.D. (2015). Leader cognition and vision formation:
Simplicity and negativity. The Leadership Quarterly, 26, 448-469.
319) Yammarino, F.J., Mumford, M.D., Connelly, M.S., Day, E.A., Gibson, P.C., McIntosh, T. &
Mulhearn, T. (2015). Leadership models for team dynamics and cohesion: The Mars mission. In
W.B. Vessey, A.X. Estrada, & E. Salas (Eds.). Team Cohesion: Advances in psychological theory,
methods, and practice (pp. 213-245). Oxford, England: Emerald.
318) Atwater, L.E., Mumford, M.D., Scheisheim, C.E., & Yammarino, F.J. (2014). Retractions of
leadership articles: Causes and prevention. The Leadership Quarterly, 25, 1174-1180.
317) Atwater, L.E., Mumford, M.D., Tosi, H.L., & Yammarino, F.J. (2014). 25 years of The
Leadership Quarterly. The Leadership Quarterly, 25, 3-5.
316) Barrett, J.D., Vessey, W.B., Griffith, J., Mracek, D., & Mumford, M.D. (2014).
Predicting scientific creativity: The role of adversity, collaborations and work procedures. Creativity
Research Journal, 26, 39-52.
315) Friedrich, T.L., Vessey, W.B., Schulke, M.J., Mumford, M.D., Yammarino, F.J. & Ruark, G.A.
(2014). Collective leadership and George C. Marshall: A historiometic analysis of career events.
The Leadership Quarterly, 25, 449-467.
314) Gibson, C., Medeiros, K.E., Giorgini, V., Mecca, J.T., Devenport, L.D., Connelly, M.S., &
Mumford, M.D. (2014). A qualitative analysis of power abuses in ethical situations in academia.
Ethics and Behavior, 24, 311-325.
313) Hughes, M.G., Griffith, J.A., Zeni, T., Arsenault, M.T., Cooper, O.D., Harkrider, L.N., Hester, K.S.,
Robledo, I.C., Angie, A.D., Connelly, M.S., O’Hare, D., & Mumford, M.D. (2014). Discrediting in
a message board forum: The effects of social support and attacks on expertise and trustworthiness.
Journal of Computer Mediated Communication, 19, 325-341.
312) Johnson, J.F., Bagdasarov, Z., MacDougall, A.E., Steele, L., Connelly, M.S., Devenport, L.D., &
Mumford, M.D. (2014). How does elaborative interrogation and outcome variance improve
knowledge and ethical sensemaking strategies. Accountability in Research, 21, 265-299.
311) MacDougall, A.E., Harkrider, L.N., Bagdasarov, Z., Johnson, J.F., Thiel, C.E., Peacock, J.,
Mumford, M.D., Connelly, M.S., & Devenport, L.D. (2014). Examining the effects of
incremental case building and forecasting outcomes on case-based ethics instruction. Ethics and
Behavior, 24, 126-150.
310) MacDougall, A.E., Martin, A.A., Bagdasarov, Z., & Mumford, M.D. (2014). A review of theory
progression in ethical decision making literature. Journal of Occupational Psychology, 14, 9-19.
309) Mecca, J., Giorgini, V., Medeiros, K.E., Gibson, C., Devenport, L.D., Connelly, M.S., & Mumford,
M.D. (2014). Perspectives on whistleblowing: Approaches among researchers and suggestions for
organizational change. Accountability in Research, 21, 218-240.
308) Mecca, J.T., Mederios, K., Giorgini, V., Gibson, C., Mumford, M.D., Connelly, M.S., & Devenport,
L.D., (2014). The influence of compensatory strategies on ethical decision-making. Ethics and
Behavior, 24, 73-89.
307) Mecca, J. & Mumford, M.D. (2014). Imitation and creativity: Beneficial effects of propulsion
strategies and specificity. Journal of Creative Behavior, 48, 209-236.
306) Medeiros, K.E., Mecca, J.T., Gibson, C., Giorgini, V., Mumford, M.D., Connelly, M.S., &
Devenport, L.D. (2014). The influences of biases on ethical decision-making. Accountability in
Research, 21, 73-89.
305) Mederios, K.E., Partlow, P.J., & Mumford, M.D. (2014). Not too much, not too little: The
influence of constraint on problem solving. Psychology of Aesthetics, Creativity, and the Arts, 8,
148-210.
304) Mumford, M.D. (2014). Bias and bias management in ethics education. International Innovation, 4,
48-50.
303) Mumford, M.D. & Fried, Y. (2014). Give them what they want? Or Give them what they need?
Ideology in the study of leadership. Journal of Organizational Behavior, 35, 218-240.
302) Mumford, M.D., Gibson, C., Mecca, J., & Giorgini, V. (2014). Leading for creativity: People,
Processes, and systems. In D.V. Day (Ed.) Handbook of Leadership and Organizations. (pp. 737-
782). Oxford, England: Oxford University Press.
301) Mumford, M.D., Medeiros, K., Steele, L., Watts, L., & Gibson, C. (2014). Leadership, creativity,
and innovation: An overview. In M.D. Mumford (Ed) Leadership, Creativity, and Innovation (pp.
XX-LX). London, England: Sage.
300) Mumford, M.D., Peterson, D.R., MacDougall, A., & Zeni, T. (2014). Ethics and creativity: The
demands made on the leaders of creative efforts. In S. Moran, D. Cropley, & J.C. Kaufman (Ed.),
Ethics and Creativity (pp. 265-290). New York: Palgrave/MacMillian.
299) Parry, K., Mumford, M.D., Bower, I., & Watts, L. (2014). Qualitative methods in leadership: A
review of qualitative research over the first 25 years of The Leadership Quarterly. The Leadership
Quarterly, 25, 132-151.
298) Vessey, W.B., Barrett, J.D., & Mumford, M.D. (2014). Leadership of highly creative people in
highly creative fields: A historiometric study of scientific leaders. The Leadership Quarterly, 25,
672-691.
297) Bagdasarov, Z., Thiel, C.E., Johnson, J.F., Connelly, M.S., Harkrider, L., Devenport, L.D. &
Mumford, M.D. (2013). Case-based ethics instruction: The influence of contextual and individual
factors in case content on ethical decision-making. Science and Engineering Ethics, 19, 1305-1322.
296) Barrett, J.D., Peterson, D.R., Hester, K.S., Robledo, I.K., Day, E.D., Hougen, D.D. & Mumford,
M.D. (2013). Thinking about applications: Effects on mental models and creative problem-
solving. Creativity Research Journal, 25, 199-212.
295) Byrne, C.L., Nei, D.S., Barrett, J.B., Hughes, M., Davis, J.L., Griffin, J., Harkrider, L., Hester, K.,
Robledo, I., Angie, A.D., Connelly, M.S., O’Hair, H.D., & Mumford, M.D. (2013). Online
ideology: A comparison of website characteristics and media use. Journal of Computer Mediated
Communication, 18, 137-153.
294) Caughron, J.J., Antes, A.L., Stenmark, C.K., Thiel, C.E., Wang, X., & Mumford, M.D. (2013).
Competition and sensemaking in ethical situations: Keep your enemies close or avoid them like the
plague. Journal of Applied Social Psychology, 43, 1491-1507.
293) Gibson, C. & Mumford, M.D. (2013). Evaluation, criticism, and creativity: Criticism content and
effects operation problem-solving. Psychology of Aesthetics, Creativity, and the Arts, 7, 314-331.
292) Giorgini, V. & Mumford, M.D. (2013). Backup plans and creative problem-solving: Effects of
causes error, and resource processing. International Journal of Creativity and Problem-Solving, 23,
121-146.
291) Harkrider, L.N., Bagdasarov, Z., MacDougall, A.J., Johnson, J.F., Devenport, L.D., & Mumford,
M.D. (2013). Improving case-based learning with clear content and simple presentation.
Journal of Occupational Psychology, 13, 56-69.
290) Harkrider, L.N., MacDougall, A.E., Bagdasarov, Z., Johnson, J.F., Thiel, C.E., Mumford, M.D.,
Devenport, L.D., & Connelly, M.S. (2013). Structuring case-based ethics training: How
comparing cases and structures prompts influences training effectiveness. Ethics and Behavior, 23,
179-198.
289) Harkrider, L.N., Tamborski, M., Wang, X., Brown, R.P., Mumford, M.D., Connelly, M.S., &
Devenport, L.D. (2013). Threats to moral identity: Testing the effects of incentives and
consequences of ones actions on moral cleansing. Ethics and Behavior, 23, 133-147.
288) Hemlin, S.D., Allwood, C. M., Martin, B.R. & Mumford, M.D. (2013). Why is leadership important in science, technology, and innovation? In S.D. Hemlin, C.M. Allwood, B.R. Martin, & M.D. Mumford (Eds.) Leadership in Science, Technology and Innovation (pp. 1-28). London, England: Rutledge.
287) Hemlin, S.D., Allwood, C. M., Martin, B.R. & Mumford, M.D. (2013). Conclusions: Leadership in
science, technology, and innovation. In S.D. Hemlin, C.M. Allwood, B.R. Martin, & M.D. Mumford
(Eds.) Leadership in Science, Technology and Innovation (pp. 316-332). London, England:
Rutledge.
286) Johnson, J.F., Bagdasarov, Z., Harkrider, L.N., MacDougall, A.E., Connelly, M.S., Devenport, L.D.,
& Mumford, M.D. (2013). The effects of note taking on sensemaking and ethical decision-
making. Ethics and Behavior, 23, 299-323.
285) Mumford, M.D. (2013). Some thoughts about directions for research on research integrity. Office
of Research Integrity Newsletter, 22, 12-13.
284) Mumford, M.D., Giorgini, V., Gibson, C., & Mecca, J. (2013). Creative thinking: Procedures,
strategies, and knowledge. In K. Thomas & T. Chan (Eds.), Handbook of Research Creativity (pp.
249-264). London, England: Edward Elgar.
283) Mumford, M.D. & Mecca, J. (2013). Vision and mental models: A decade later. In B.J. Avolio &
F.J. Yammarino (Eds.), Charismatic and Transformational Leadership: The Road Ahead (pp. 159-
164). Oxford, England: Elsevier.
282) Mumford, M.D., Steele, L., Muhern, T. & McIntosh, T. (2013). Developing creative capacity:
Educational and organizational implications. In Chong Yi (Ed). The Social Dimension of Creativity
(pp. 43-69). South Korea: Krivet.
281) Mumford, M.D., Partlow, P., & Mederios, K. (2013). Charismatic leadership in crises: Its origins
and effects on performance. In A.J. Dubrin (Ed.), The Handbook of Crisis Leadership in
Organizations (pp. 67-91). London, England: Edward Elgar.
280) Mumford, M.D., Peterson, D., & Robledo, I. (2013). Leading scientists and engineers: Cognition
in a socio-technical context. In S. Hemlin, C
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