Russell Johnson
MSU Foundation Professorship | Michigan State University
East Lansing, MI, UNITED STATES
Russell Johnson's research examines the roles of leadership-based processes that underlie work attitudes and behaviors.
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Biography
Russell E. Johnson (johnsonr@broad.msu.edu) is an MSU Foundation Professor of management in the Eli Broad College of Business at Michigan State University. Previously, he was a member of the faculty at the University of South Florida. He received his Ph.D. in Industrial and Organizational Psychology from the University of Akron in 2006. His research examines the roles of motivation-, justice-, and leadership-based processes that underlie work attitudes and behaviors. He has published over one hundred and twenty research articles in numerous peer-reviewed journals, including Academy of Management Annals, Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Journal of Management, Journal of Organizational Behavior, Organizational Behavior and Human Decision Processes, Organizational Research Methods, Organization Science, Personnel Psychology, Psychological Bulletin, and Research in Organizational Behavior, among others. His research has been cited in popular press outlets such as Forbes, The Globe and Mail, Harvard Business Review, NBC's Today, NPR, Psychology Today, TIME, and Wall Street Journal. He is a past associate editor at Academy of Management Review and Journal of Applied Psychology, and serves on several editorial boards. In 2013, Dr. Johnson received the Distinguished Early Career Contributions Award for Science from the Society for Industrial and Organizational Psychology, and in 2018 he received the Cummings Scholarly Achievement Award from the Organizational Behavior Division of Academy of Management. Originally from Canada, he still dreams of one day playing in the National Hockey League for his hometown Calgary Flames and living in a two-story igloo with an attached garage for his zamboni and life-size cardboard cutout of Wayne Gretzky.
Industry Expertise (2)
Research
Education/Learning
Areas of Expertise (6)
Organizational Behavior
Consumer Behavior
Human Resource Management
Attitudes, Emotions & Personality
Leadership & Motivation
Consumer Trends
Accomplishments (3)
Cummings Scholarly Achievement Award (professional)
2018 Organizational Behavior Division of Academy of Management
Outstanding Reviewer Award (professional)
2015 Academy of Management Journal
Best Reviewer Award (professional)
2015 Journal of Organizational Behavior
Education (3)
University of Akron: Ph.D., Industrial and Organizational Psychology 2006
University of Akron: M.A., Industrial and Organizational Psychology 2003
University of Calgary: B.A., Psychology 2001
Affiliations (1)
- Society for Industrial and Organizational Psychology : Fellow
Links (4)
News (5)
Your Inbox Runneth Over? How to Reduce Email Mess and Stress
The Wall Street Journal online
2023-02-05
Email is my personal Everest. I spend hours a day fighting my way through useless messages, hoping for the chance to glimpse the more important stuff.
These 5-to-9 habits could be hurting your 9-to-5 productivity
Fast Company online
2022-11-28
“Throughout the workday, people expend high levels of cognitive resources to complete their work,” says Russell E. Johnson, a professor of management at Michigan State University’s Broad College of Business. “These cognitive resources are needed to focus attention, block out distractions, work through problems, and regulate emotions and stress.”
MSU researchers recognized in ‘2022 Highly Cited’ list
MSU Today online
2022-11-18
Eleven Michigan State University researchers have been recognized in the 2022 Highly Cited Researchers List compiled by Clarivate Analytics.
Late-night emails sent by bosses could be killing their team’s productivity
Vogue India online
2022-10-11
The sentiment is seconded by studies that pinpoint an alarming lack of energy and scarcity of productivity the morning after. According to a study by the journal of Organizational Behavior and Human Decision Processes, upper-level managers who use their phones for work purposes beyond 9 PM find themselves feeling depleted in the morning, kickstarting a dangerous cycle of lower levels of work engagement during the day and hyperactivity to cram in more work at night. “Smartphones are almost perfectly designed to disrupt sleep. Because they keep us mentally engaged late into the evening, they make it hard to detach from work so we can relax and fall asleep,” says Russell Johnson, assistant professor of management at Michigan State University who has researched the subject.
Organizational Change Management: Definition, Process, Models & More!
Blogarama online
2022-05-17
No one likes change, and that is a fact. Most of us avoid stepping out of our comfort zone, and we always resist new ways of doing things. Yes, change is absolutely necessary for growth, but it’s also challenging.
Event Appearances (3)
Editor panel: Some musings about publishing in top-tier journals
Durham University Business School Durham, UK
Leader cognition and behavior as outcomes rather than predictors: The influence of followers and team members
Durham University Business School Durham, UK
Editor panel: Publishing in top-tier journals
Taiwanese Association of Industrial and Organizational Psychology International Conference, Taipei, Taiwan
Research Grants (3)
Summer Research Grant
Michigan State University, Eli Broad College of Business $15,000
2020
Implicit measures of implicit leadership theories
Army Research Institute $88,574
2019-2020
Narcissism and response distortion in a personality assessment
ACT Inc $16,500
2017
Journal Articles (5)
Keeping Employees Safe During Health Crises: The Effects of Media Exposure, HR Practices, and Age
Journal of Business and Psychology2023 Occupational health and safety are critical in promoting the wellness of organizations and employees. The COVID-19 pandemic is one of the most life-threatening viruses encountered in recent history, providing a unique opportunity for research to examine factors that drive employee safety behavior. Drawing from terror management theory, we propose and test a moderated mediation model using data collected from employees working during a peak of the pandemic.
Cleansing or Licensing? Corporate Social Responsibility Reconciles the Competing Effects of Unethical Pro-Organizational Behavior on Moral Self-Regulation
Journal of Management2023 Although emerging actor-centric research has revealed that performing morally laden behaviors shapes how employees behave subsequently, less is known about what work behaviors may emerge following employees’ unethical pro-organizational behavior (UPB)—a unique behavior with competing moral connotations.
Distances and directions: An emotional journey into the recovery process.
Journal of Applied Psychology2023 Positive emotions stemming from leisure activities are often promoted as a way to achieve a state of recovery, in particular by counteracting negative emotions experienced throughout the workday. Yet the recovery literature frequently takes an undifferentiated view of both the positive emotions employees experience as well as the negative emotions employees are recovering from. This implicitly assumes that all positive emotions are equally effective in facilitating recovery from all negative emotions.
Backlashes or boosts? The role of warmth and gender in relational uncertainty reductions
Human Resource Management2023 Both men and women who violate gender stereotypes incur backlashes, or penalties, for these transgressions. However, men who engage in warm, communal behaviors occasionally receive a boost (or benefit) for this female-stereotyped behavior. To understand how and why warmth and gender interact to predict backlashes or boosts, we integrate uncertainty reduction theory with the stereotype content model and examine warmth by gender interactions.
The Dynamism of Daily Justice: A Person-Environment Fit Perspective on the Situated Value of Justice
Organization Science2021 Despite the generally positive consequences associated with justice, recent research suggests that supervisors cannot always enact justice, and responses to justice may not be universally positive. Thus, justice is likely to vary in both how much it is received and the employee reactions it engenders. In order to understand the range of justice responses, we develop a dynamic theory of justice by using person-environment fit to take both the value that an individual places in justice and the justice they received into account.
