Russell Johnson
MSU Foundation Professorship Michigan State University
- East Lansing MI
Russell Johnson's research examines the roles of leadership-based processes that underlie work attitudes and behaviors.
Media
Biography
Industry Expertise
Areas of Expertise
Accomplishments
Cummings Scholarly Achievement Award
2018
Organizational Behavior Division of Academy of Management
Outstanding Reviewer Award
2015
Academy of Management Journal
Best Reviewer Award
2015
Journal of Organizational Behavior
Education
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
- Society for Industrial and Organizational Psychology : Fellow
Links
News
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
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
Summer Research Grant
Michigan State University, Eli Broad College of Business
2020
Implicit measures of implicit leadership theories
Army Research Institute
2019-2020
Narcissism and response distortion in a personality assessment
ACT Inc
2017
Journal Articles
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.
