Research & Scholarly Leadership
Nathan’s research explores what enables leaders and organizations to succeed—and why they sometimes fail. His academic work complements years of advising CEOs, senior executives, and frontline leaders, creating a unique perspective that bridges evidence-based research with real-world leadership challenges across industries.
Current Academic Leadership
Nathan actively contributes to the advancement of leadership research through editorial, academic, and professional leadership roles.
- Executive Director, FIU Center for Leadership – Oversees leadership development programs that have supported nearly 6,000 leaders over the past twelve years.
- Co-President, Academy of Management’s Network of Leadership Scholars
- Associate Editor, Journal of Leadership & Organizational Studies
- Editorial Board Member, The Leadership Quarterly
- Member, League of Leadership
Publications
CEO Characteristics and Corporate Social Responsibility and Irresponsibility: Mirrored or Distinct Correlates? A Meta-Analytic Review
Corporate Governance: An International Review, 2026
Senior Leadership Teams and the Agile Organization
SIOP Frontiers Series, Book, 2024
Good Fun or Laughingstock? How CEO Humor Affects Infomediaries’ Social Evaluations of Organizations
Academy of Management Review, 2024
The Corporate Chief of Staff: Strategic Leadership from Outside the Spotlight
Journal of Leadership & Organizational Studies, 2024
Leader Humor Across Levels
Current Opinion in Psychology, 2023
Metacritiques of Upper Echelons Theory: Verdicts and Recommendations for Future Research
Journal of Management, 2020
Economic Assumptions and Economic Context: Implications for the Study of Leadership
The Leadership Quarterly, 2020
Benevolence and Authority as WEIRDly Unfamiliar: A Multi-Language Meta-Analysis of Paternalistic Leadership Behaviors from 152 Studies
The Leadership Quarterly, 2019
Assessment and Development First Requires a Deeper Understanding of Unique Categories of Senior Leaders: A Focus on CEOs and C-Level Executives
Industrial and Organizational Psychology: Perspectives on Science and Practice, 2019
Different Roles of Shared and Vertical Leadership in Promoting Team Creativity: Cultivating and Synthesizing Team Members’ Individual Creativity
Personnel Psychology, 2019
The Mindsets of a Leader
MIT Sloan Management Review, 2018
Executive Leadership: CEOs, Top Management Teams, and Organizational-Level Outcomes
The Oxford Handbook of Leadership and Organizations, 2014
CEO Career Variety: Effects on Firm-Level Strategic and Social Novelty
Academy of Management Journal, 2013
Searching for Outcomes of Leadership: A 25-Year Review
Journal of Management, 2011
Leadership Across Levels: Levels of Leaders and Their Levels of Impact
The Leadership Quarterly, 2010
The Bright Side and the Dark Side of CEO Personality: Examining Core Self-Evaluations, Narcissism, Transformational Leadership, and Strategic Influence
Journal of Applied Psychology, 2009
Work-Unit Absenteeism: Effects of Satisfaction, Commitment, Labor Market Conditions, and Time
Academy of Management Journal, 2008
Individual Differences and Group Negotiation: The Role of Polychronicity, Dominance, and Decision Rule
Negotiation and Conflict Management Research, 2008
Collective Enactment of Leadership Roles and Team Effectiveness: A Field Study
The Leadership Quarterly, 2006
Conceptualizing Executive Hubris: The Role of (Hyper-) Core Self-Evaluations in Strategic Decision-Making
Strategic Management Journal, 2005
An Examination of Leadership Beliefs and Leadership Self-Identity: Constructs, Correlates, and Outcomes
The Pennsylvania State University, 2005
Self-Monitoring Personality at Work: A Meta-Analytic Investigation of Construct Validity
Journal of Applied Psychology, 2002