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Articles in Conference Proceedings

• Nurmohamed, S., Greenbaum, R. L., Mayer, D. M., & DeRue, D. S. (2012). Do I care if my boss does the right thing? An ethical lens on psychological contract fulfillment. Proceedings of the annual meeting of the Academy of Management, Boston.
• Mayer, D. M., Priesemuth, M., Brown, M., & Kuenzi, M. (2009). Antecedents and consequences of employee-supervisor agreement on ethical leadership. Proceedings of the annual meeting of the Academy of Management, Chicago.
• Mayer, D. M., Keller, K. M., Leslie, L. M., & Hanges, P. J. (2008). When does my relationship with my manager matter most? The moderating role of coworkers’ LMX. Proceedings of the annual meeting of the Academy of Management, Anaheim.

Book Chapters

• Mayer, D. M. (2014). Lead an ethical organization. In J. Dutton & G. Spreitzer (Eds.), Putting positive leadership into action, 90-99. Berrett-Kohler Publishers.
• Mayer, D. M. (2014). A review of the literature on ethical climate and culture. In B. Schneider (Ed.), Handbook of climate and culture. Oxford: University Press, 415-440.
• Mayer, D. M. (2012). A positive lens on organizational justice: Toward a moral, constructive, and balanced approach to reactions to third-party (In)justice. In K. S. Cameron & G. M. Spreitzer (Eds.), The Oxford handbook of positive organizational scholarship: 316-324.
• Mayer, D. M. (2010). Servant leadership and basic psychological needs: Where do we go from here?. In D. van Dierendonck & K. Patterson (Eds.), Servant leadership: Recent developments in theory and research: 147-154. Palgrave MacMacmillan Business & Management Academic Publishing.
• Mayer, D. M. (2010). From proscriptions to prescriptions: A call for including prosocial behavior in behavioral ethics. In M. Schminke (Ed.), Managerial ethics: Managing the psychology of morality: 257-269. Hillsdale, NJ: Erlbaum.
• Mayer*, D. M., & Kuenzi*, M. (2010). Exploring the “black box” of justice climate: What mechanisms link justice climate and outcomes?. In E. Mullen, E. Mannix, & M. Neale (Eds.), Research on managing groups and teams: Fairness, Vol. 13: 331-346. London: Elsevier Science Press.
  *Authors contributed equally
• Mayer, D. M, Kuenzi, M., & Greenbaum, R. L. (2009). Making ethical climate a mainstream management topic: A review, critique, and prescription for the empirical research on ethical climate.. In D. De Cremer (Ed.), Psychological perspectives on ethical behavior and decision making: 181-213. Greenwich, CT: Information Age Publishing.
• Mayer, D. M. (2006). Distributive justice. In R. Baumeister (Ed.), Encyclopedia of social psychology: 259-261. Thousand Oaks, CA: Sage.
• Mayer, D. M., & Piccolo, R. F. (2006). Expanding the scope: Social network and multilevel perspectives on leader-member exchange. In G. Graen (Ed.), LMX leadership: The series, Sharing network leadership, Vol. 4: 37-62. Greenwich, CT: Information Age Publishing.

Refereed Publications

• Ambrose, M. L., Rice, D. B., & Mayer, D. M. (in-press). Justice climate and work group outcomes: The role of coworker fair behavior and workgroup structure. Journal of Business Ethics.
• Spreitzer, G. M., Myers*, C., Kopelman*, S., & Mayer*, D. M. (in-press). Articulating the value of a positive lens for organizational studies and an invitation for application to new areas of inquiry. Academy of Management Perspectives.
  *Authors contributed equally

• Hardin, A. E., Bauman, C. W., & Mayer, D. M. (2020). Show me the … family: How photos of meaningful relationships reduce unethical behavior at work. Organizational Behavior and Human Decision Processes, 161, 93-108.
• Kuenzi, M., Mayer, D. M., & Greenbaum, R. L. (2020). Creating an ethical organizational environment: The relationship between ethical leadership, ethical climate and unethical behavior. Personnel Psychology, 20, 43-71.
• Kuenzi, M., Brown, M., Mayer, D. M., & Priesemuth, M. (2019). Supervisor-subordinate (dis)agreement on ethical leadership: An investigation of its antecedents and relationship to organizational deviance. Business Ethics Quarterly, 29, 25-53.
• Mayer, D. M., Ong, M., Sonenshein, S., & Ashford, S. J. (2019). The money or the morals? When moral language is more effective for selling social issues. Journal of Applied Psychology, 104, 1058-1076.
  *Research featured in American Psychological Association and Harvard Business Review
• Moore, C., Mayer, D. M., Chiang, F., Crossley, C. D., Karlesky, M., & Birtch, T. A. (2019). Leaders matter morally: The role of ethical leadership in shaping employee moral cognition and misconduct. Journal of Applied Psychology, 104, 123-145.
• Chen, Z., Mayer, D. M., & Hwang. E. (2018). More is less: Learning but not relaxing buffers deviance under job stressors. Journal of Applied Psychology, 103, 123-136.
  *Research featured in CNBC, Harvard Business Review, and Psychology Today
• Ong, M., Mayer, D. M., Tost, L. P., & Wellman, N. (2018). When corporate social responsibility motivates employee citizenship: The senitizing role of task significance. Organizational Behavior and Human Decision Processes, 144, 44-59.
• Shteynberg, G., Gelfand, M. J., Imai, L., Mayer, D. M., & Bell, C. (2017). Prosocial thinkers and the social transmission of justice. European Journal of Social Psychology, 47, 429-442.
• Wellman, N., Mayer, D. M., Ong, M., & DeRue, D. S. (2016). When are do-gooders treated badly? Legitimate power, role expectations, and reactions to moral objection in organizations. Journal of Applied Psychology, 101, 793-814.
  *Research featured in Financial Times, Fortune, and Harvard Business Review *Runner-up for 2016 Outstanding Scholarly Publication in Organizational Behavior
• Lam, C., & Mayer, D. M. (2014). When do employees speak up for their customers? A model of proactivity in a customer service context. Personnel Psychology, 67, 637-666.
• Leslie, L. M., Mayer, D. M., & Kravitz, D. A. (2014). The stigma of affirmative action: A stereotyping-based theory and meta-analytic test. Academy of Management Journal, 57, 964-989.
  *Research featured in Bloomberg, Fortune, HR Magazine, Newsweek, and Wall Street Journal
• Ambrose, M., Schminke, M., & Mayer, D. M. (2013). Trickle-down effects of supervisor perceptions of interactional justice: A moderated mediation approach. Journal of Applied Psychology, 98, 679-689.
• Cornelis, I., Van Hiel, A., De Cremer, D., & Mayer, D. M. (2013). When leaders choose to be fair: Follower belongingness needs and leader empathy influences leaders’ adherence to procedural justice rules. Journal of Experimental Social Psychology, 49, 605-613.
• Mayer, D. M., Nurmohamed, S., Treviño, L. K., Shapiro, D. L., & Schminke, M. (2013). Encouraging employees to report unethical conduct internally: It takes a village. Organizational Behavior and Human Decision Processes, 121, 89-103.
  *Research featured on NPR
• Stouten, J., van Dijke, M., Mayer, D. M., De Cremer, D., & Euwema, M. (2013). Can a leader be seen as too ethical? The curvilinear effects of ethical leadership. The Leadership Quarterly, 24, 680-695.
• Dahling, J. J., Chau, S. L., Mayer, D. M., & Gregory, J. B. (2012). Breaking rules for the right reasons?: An investigation of pro-social rule breaking. Journal of Organizational Behavior, 33, 21-42.
• Ehrhart, K. H., Mayer, D. M., & Ziegert, J. C. (2012). Web-based recruitment in the millennial generation: Work-life balance, web site usability, and organizational attraction. European Journal of Work and Organizational Psychology, 21, 850-874.
• Hoogervorst, N., De Cremer, D., van Dijke, M., & Mayer, D. M. (2012). When leaders sacrifice: The effects of sense of power and belongingness on leader’s self-sacrifice. Leadership Quarterly, 23, 883-896.
• Mawritz, M. B., Mayer, D. M., Hoobler, J. M., Wayne, S. J., & Marinova, S. J. (2012). A trickle-down model of abusive supervision. Personnel Psychology, 65, 325-357.
• Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55, 151-171.
  *Emerald Citations of Excellence Award for 2015
• Mayer*, D. M., Thau*, S., Workman, K., van Dijke, M., & De Cremer, D. (2012). Leader mistreatment, employee hostility, and deviant behaviors: Integrating self-uncertainty and thwarted needs perspectives on deviance. Organizational Behavior and Human Decision Processes, 117, 24-40.
  *Authors contributed equally
• Moore, C., Detert, J. R., Treviño, L. K., Baker, V. L., & Mayer, D. M. (2012). Why employees do bad things: Moral disengagement and unethical organizational behavior. Personnel Psychology, 65, 1-48.
  *Research featured in The Atlantic *Finalist for 2012 Personnel Psychology Best Paper Award
• van Dijke, M., De Cremer, D., Mayer, D. M., & Van Quaquebeke, N. (2012). When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models. Organizational Behavior and Human Decision Processes, 117, 235-248.
• Shteynberg, G., Leslie, L. M., Knight, A. P., & Mayer, D. M. (2011). But affirmative action hurts us! Race-related beliefs shape perceptions of white disadvantage and policy unfairness. Organizational Behavior and Human Decision Processes, 115, 1-12.
• Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115, 204-213.
  *One of top five most downloaded articles in OBHDP in 2014
• De Cremer, D., Brockner, J., Fishman, A., van Dijke, M., van Olffen, W., & Mayer, D. M. (2010). When do procedural fairness and outcome fairness interact to influence employees’ work attitudes and behaviors? The moderating effect of uncertainty. Journal of Applied Psychology, 95, 291-304.
• De Cremer, D., van Dijke, M., & Mayer, D. M. (2010). Cooperating when “You” and “I” are treated fairly: The moderating role of leader prototypicality. Journal of Applied Psychology, 95, 1121-1133.
  *Finalist for Outstanding Publication in Organizational Behavior in 2010
• van Dijke, M., De Cremer, D., & Mayer, D. M. (2010). The role of authority power in explaining procedural fairness effects. Journal of Applied Psychology, 95, 488-502.
• De Cremer, D., Mayer, D. M., van Dijke, M., Schouten, B. C., & Bardes, M. (2009). When does self-sacrificial leadership motivate prosocial behavior: It depends on followers’ prevention focus. Journal of Applied Psychology, 94, 887-899.
• Grant, A. M., & Mayer, D. M. (2009). Good soldiers and good actors: Prosocial and impression management motives as interactive predictors of citizenship behavior. Journal of Applied Psychology, 94, 900-912.
• Mayer, D. M., Ehrhart, M. G., & Schneider, B. (2009). Service attribute boundary conditions of the service climate-customer satisfaction link. Academy of Management Journal, 52, 1034-1050.
• Mayer, D. M., Greenbaum, R., Kuenzi, M., & Shteynberg, G. (2009). When do fair procedures not matter? A test of the identity violation effect. Journal of Applied Psychology, 94, 142-161.
• Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108, 1-13.
  *Most cited article in OBHDP from 2008-2013 *One of top 5 most downloaded articles in OBHDP in 2014
• Nishii, L. H., & Mayer, D. M. (2009). Do inclusive leaders help reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94, 1412-1426.
  *Nominated for the Academy of Management’s 2010 Saroj Parasuraman Award for the best journal article in the field of gender and diversity published in 2009
• Moon, H., Kamdar, D., Mayer, D. M., & Takeuchi, R. (2008). Me or we? The role of personality and justice as other-centered antecedents to innovative citizenship behaviors within organizations. Journal of Applied Psychology, 93, 84-94.
• Mayer, D. M., Nishii, L. H., Schneider, B., & Goldstein, H. W. (2007). The precursors and products of fair climates: Group leader antecedents and employee attitudinal consequences. Personnel Psychology, 60, 929-963.
• Salvaggio, A. N., Schneider, B., Nishii, L. H., Mayer, D. M., Ramesh, A., & Lyon, J. S. (2007). Manager personality, manager service quality orientation, and service climate: Test of a model. Journal of Applied Psychology, 92, 1741-1750.
• Harrison, D. A., Kravitz, D. A., Mayer, D. M., Leslie, L. M., & Lev-Arey, D. (2006). Understanding reactions to affirmative action programs in employment: Summary and meta-analysis of 35 years of research. Journal of Applied Psychology, 91, 1013-1036.
• Schneider, B., Ehrhart, M. G., Mayer, D. M., Saltz, J. L., & Niles-Jolly K. (2005). Understanding organizational-customer linkages in service settings. Academy of Management Journal, 48, 1017-1032.
• Klein, K. J., Lim, B., Saltz, J. L., & Mayer, D. M. (2004). How do they get there? An examination of the antecedents of centrality in team networks. Academy of Management Journal, 47, 952-963.

Invited and/or Special Issue Articles

• Bonner, J., Greenbaum, R. L., & Mayer, D. M. (2016). My boss is morally disengaged: The role of ethical leadership in explaining the interactive effect of supervisor and employee moral disengagement on employee behaviors. Journal of Business Ethics, 137, 731-742.
  Special issue on “Context Influences on Workplace Ethics and Justice”
• Greenbaum, R. L., Mawritz, M. B., Mayer, D. M., & Priesemuth, M. (2013). To act out, withdraw, or constructively resist? Employee reactions to supervisor abuse of customers. Human Relations, 66, 925-950.
  Special issue on “Organizational Justice and Behavioral Ethics”
• Sumanth, J. J., Mayer, D. M., & Kay, V. S. (2011). Why good guys finish last: The role of justification motives, cognition, and emotion in predicting retaliation against whistleblowers. Organizational Psychology Review, 1, 165-184.
  Invited article
• De Cremer, D., Mayer, D. M., & Schminke, M. (2010). Guest editor’s introduction: On understanding ethical behavior and decision making: A behavioral ethics approach. Business Ethics Quarterly, 20, 1-6.
  Special issue on “Behavioral Ethics.”
• Mayer, D. M., Kuenzi, M., & Greenbaum, R. L. (2010). Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate. Journal of Business Ethics, 95, 7-16.
  Special issue on “Behavioral Ethics.” Research featured in Huffington Post
• Mayer, D. M., Bardes, M., & Piccolo, R. F. (2008). Do servant-leaders satisfy follower needs? An organizational justice perspective.. European Journal of Work and Organizational Psychology, 17, 180-197.
  Special issue on “Leadership and Fairness”
• Piccolo, R. F., Bardes, M., Mayer, D. M., & Judge, T. A. (2008). Does high quality leader-member exchange accentuate organizational injustice?. European Journal of Work and Organizational Psychology, 17, 273-298.
  Special issue on “Leadership and Fairness”
• Mayer, D. M., & Hanges, P. J. (2003). Understanding the stereotype threat effect with “culture-free” tests: An examination of its mediators and measurement.. Human Performance, 16, 207-230.
  Special issue on “Stereotype Threat Effects in Employment Settings”

Publications by Type

• Articles in Conference Proceedings
• Book Chapters
• Refereed Publications
• Invited and/or Special Issue Articles