Kaiser, R. B., McGinnis, J., & Overfield, D. V. (2012). The how and the what of leadership. Consulting Psychology Journal: Practice and Research, 64(2), 119-135.
Hogan, R., Chamorro-Premuzic, T., & Kaiser, R. B. (2012). Employability and career success: Bridging the gap between theory and reality. Manuscript under review.
Kaiser, R. B., & Hogan, J. (2011). Personality, leader behavior, and overdoing it. Consulting Psychology Journal: Practice and Research, 63(4), 219-242.
Kaiser, R. B., & Overfield, D. V. (2011). Strengths, strengths overused, and lopsided leadership. Consulting Psychology Journal: Practice and Research, 63(2), 89-109.
Kaiser, R. B. (Ed.) (2011). The leadership pipeline: Fad, fashion, or empirical fact? [Special Issue]. The Psychologist-Manager Journal, 14, 71-75.
Kaiser, R.B., Craig, S.B., Overfield, D.V., & Yarborough, P. (2011). Differences in managerial jobs at the bottom, middle, and top: A review of empirical research. The Psychologist-Manager Journal, 14, 76-91.
Kaiser, R. B., & Craig, S. B. (2011). Do the behaviors related to managerial effectiveness really change with organizational level? An empirical test. The Psychologist-Manager Journal, 14, 92-119.
Kaiser, R. B., & Overfield, D. V. (2010). Assessing flexible leadership as a mastery of opposites. Consulting Psychology Journal: Practice and Research, 62(2), 105–118.
Kaiser, R. B. (Ed.) (2010). Developing flexible and adaptive leaders for an age of uncertainty [Special Issue]. Consulting Psychology Journal: Practice and Research, 62(2).
Kaiser, R. B. & Hogan. R. (2010). How to (and how not to) assess the integrity of managers. Consulting Psychology Journal: Practice and Research, 62, 216-234.
Kaiser, R. B., & Overfield, D. V. (2010). The leadership value chain. The Psychologist-Manager Journal, 13, 164-183.
Kaiser, R. B. (2010, May-June). Positivamente equivocado: Los peligros ocultos en el metodo de desarrollo de lideres basado en fortalezas. (Positively wrong: The hidden dangers in strengths-based development for leaders). ERIAC Capital Humano, 49(3), 26-31.
Creelman, D., & Kaiser, R. B. (2009). The value of hiring for team fit. Leadership in Action, 29(4), 23-24.
Kaiser, R. B. (2009). Too good to be true: Are strengths really all leaders need? Chief Learning Officer, 8(3), 58.
Kaplan, R.E., & Kaiser, R.B. (2009). Stop overdoing your strengths. Harvard Business Review, 87(2), 100-103.
Van Vugt, M., Hogan, R., & Kaiser, R.B. (2008). Leadership, followership, and evolution: Some lessons from the past. American Psychologist, 63, 182-196.
Kaiser, R.B. & White, R.P. (2008). Strength test: Debunking an unbalanced approach to development. Leadership in Action, 28(5), 8-12.
Hogan, R. & Kaiser, R.B. (2008). Quality control: Why leaders need to understand personality. Leadership in Action, 28(5), 3-7.
Kaiser, R.B., Hogan, R., & Craig, S.B. (2008). Leadership and the fate of Organizations. American Psychologist, 63, 96-110.
Hogan, R., & Kaiser, R.B. (2008). Learning a lesson in executive selection. Leadership in Action, 27(6), 22-24.
Lyons, D. & McArthur, C. (2007). Gender’s Unspoken Role in Leadership Evaluations. Human Resource Planning, 30(3), 24-32.
Kaiser, R.B., Lindberg, J.T., & Craig, S.B. (2007). Assessing the flexibility of managers: A comparison of methods. International Journal of Selection and Assessment, 15, 40-55.
Padilla, A., Hogan, R., & Kaiser, R.B. (2007). The toxic triangle: Destructive leaders, vulnerable followers, and conducive environments. Leadership Quarterly, 18, 176-194.
Kaplan, B., & Kaiser, R. (2007). Adjusting your leadership volume. Leader to Leader, 43, 13-18.
Kaiser, R. (2006). Review of The Three Financial Styles of Very Successful Leaders by E. Ted Prince. Personnel Psychology, 59, 233-237.
Kaplan, R.E. (2006). Versatile leaders make the most of strengths. Leadership Excellence, 23(3), 2.
Kaiser, R.B. & Kaplan, R.E. (2006). Outgrowing sensitivities: The deeper work of executive development. Academy of Management Learning and Education, 5, 463-483.
Kaiser, R.B., & Kaplan, R.E. (2005). Overlooking overkill? Beyond the 1-to-5 rating scale. Human Resources Planning, 28(3), 7-11.
Kaplan, R. E., & Kaiser, R. B. (2005). Detecting excess: Versatility is a prize virtue. Leadership Excellence, 22(1), 6-7.
Hogan, R., & Kaiser, R. B. (2005). What we know about leadership. Review of General Psychology, 9, 169-180.
Kaiser, R.B., & Craig, S.B. (2005). Building a better mousetrap: Item characteristics associated with rating discrepancies in 360-degree feedback. Consulting Psychology Journal: Research and Practice, 57, 235-245.
Craig, S.B. & Kaiser, R.B. (2003). Applying item response theory to multisource performance ratings: What are the consequences of violating the independent observations assumption? Organizational Research Methods, 6, 41-58.
Kaplan, R.E. & Kaiser, R.B. (2003). Developing versatile leadership. MIT Sloan Management Review, 44(4), 19-26. Runner up for the MIT/PricewaterHouse Coopers award for article of the year.
Kaplan, R.E. & Kaiser, R.B. (2003). Rethinking a classic distinction in leadership: Implications for the assessment and development of executives. Consulting Psychology Journal: Research and Practice, 55, 15-25.
LeBreton, J.M., Burgess, J.R.D., Kaiser, R.B., Atchley, E.K., & James, L.R. (2003). The restriction of variance hypothesis and interrater reliability and agreement: Are ratings from multiple sources really dissimilar? Organizational Research Methods, 6, 78-126.
Lyons, D. (2002). Freer to be me: The development of executives at mid-life. Consulting Psychology Journal: Practice and Research, 54, 15-27.
Kaplan, R.E. (2002, March). Know your strengths. Harvard Business Review, 80, 20-21.
Facteau, J.D., & Craig, S.B. (2001). Are performance appraisal ratings obtained from different rating sources comparable? Journal of Applied Psychology, 86, 215-227.
Kaiser, R.B. & Kaplan, R.E. (2001). Leadership effectiveness hangs in the balance. Leadership in Action, 21(1), 12-13.
Kaplan, R.E. (1999). Leadership that is both forceful and enabling. Leadership in Action, 19, 1-6.
Craig, S.B. & Gustafson, S.B. (1998). Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity. The Leadership Quarterly, 9, 127-145.
Lyons, D. (1997). The feminine in the foundations of organizational psychology. Journal of Applied Behavioral Science, 33(1), 7-26.
Kaplan, R.E. (1990). Character change in executives as “re-form” in the pursuit of self-worth. Journal of Applied Behavioral Science, 26, 461-481.
Kaplan, R.E. (1986). What one manager learned in “The Looking Glass” and how he learned it. Journal of Management Development, 5, 36-45.
Kaplan, R.E., Lombardo, M.M., & Mazique, M.S. (1985). A mirror for managers: Using simulation to develop management teams. Journal of Applied Behavioral Science, 21, 241-253.
Kaplan, R.E. (1984). High hurdles: The challenges of executive self-development. Academy of Management Executive, 1, 195-205.
Kaplan, R.E. (1984). Trade routes: The manager’s network of relationships. Organizational Dynamics, 12(4), 37-52.
Kaplan, R.E. (1983). The perils of intensive management training and how to avoid them. Professional Psychology: Research & Practice. 14, 756-770.
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