Resources

Antes, A. L., Murphy, S. T., Waples, E. P., Mumford, M. D., Brown, R. P., Connelly, S., et al. (2009). A meta-analysis of ethics instruction effectiveness in the sciences. Ethics & Behavior, 19(5), 379-402.

Antes, A. L., Wang, X. Q., Mumford, M. D., Brown, R. P., Connelly, S., & Devenport, L. D. (2010). Evaluating the effects that existing instruction on responsible conduct of research has on ethical decision making. Academic Medicine, 85(3), 519-526.

Baughman, W. A., & Mumford, M. D. (1995). Process-analytic models of creative capacities - operations influencing the combination and reorginization process. Creativity Research Journal, 8(1), 37-62.

Bedell-Avers, K., Hunter, S. T., Angie, A. D., Eubanks, D. L., & Mumford, M. D. (2009). Charismatic, ideological, and pragmatic leaders: An examination of leader-leader interactions. Leadership Quarterly, 20(3), 299-315.

Blair, C. S., & Mumford, M. D. (2007). Errors in idea evaluation: Preference for the unoriginal? Journal of Creative Behavior, 41(3), 197-222.

Brock, M. E., Vert, A., Kligyte, V., Waples, E. P., Sevier, S. T., & Mumford, M. D. (2008). Mental models: an alternative evaluation of a sensemaking approach to ethics instruction. Science And Engineering Ethics, 14(3), 449-472.

Byrne, C. L., Mumford, M. D., Barrett, J. D., & Vessey, W. B. (2009). Examining the leaders of creative efforts: What do they do, and what do they think about? Creativity and Innovation Management, 18(4), 256-268.

Byrne, C. L., Shipman, A. S., & Mumford, M. D. (2010). The effects of forecasting on creative problem-solving: An experimental study. Creativity Research Journal, 22(2), 119-138.

Caughron, J. J., & Mumford, M. D. (2008). Project planning: The effects of using formal planning techniques on creative problem-solving. Creativity and Innovation Management, 17(3), 204-215.

Caughron, J. J., Shipman, A. S., Beeler, C. K., Mumford, M. D. (2009). Social innovation: Thinking about changing the system. The International Journal of Creativity and Problem Solving, 19(1), 7-32.

Clifton, T. C., Mumford, M. D., & Baughman, W. A. (1999). Background Data and Autobiographical Memory: Effects of Item Types and Task Characteristics. International Journal of Selection & Assessment, 7(2), 57.

Connelly, M. S., Gilbert, J. A., Zaccaro, S. J., Threlfall, K. V., Marks, M. A., & Mumford, M. D. (2000). Exploring the relationship of leadership skills and knowledge to leader performance. Leadership Quarterly, 11(1), 65.

Day, E. A., Blair, C., Daniels, S., Kligyte, V., & Mumford, M. D. (2006). Linking instructional objectives to the design of instructional environments: The Integrative Training Design Matrix. [doi: DOI: 10.1016/j.hrmr.2006.05.007]. Human Resource Management Review, 16(3), 376-395.

Eubanks, D. L., Antes, A. L., Friedrich, T. L., Caughron, J. J., Blackwell, L. V., Bedell-Avers, K. E., et al. (2010). Criticism and outstanding leadership: An evaluation of leader reactions and critical outcomes. Leadership Quarterly, 21(3), 365-388.

Eubanks, D. L., Murphy, S. T., & Mumford, M. D. (2010). Intuition as an influence on creative problem-solving: The effects of intuition, positive affect, and training. Creativity Research Journal, 22(2), 170-184.

Fleischman, E. A., & Mumford, M. D. (1989). Abilities as causes of individual differences in skill acquisition. Human Performance, 2(3), 201.

Fleishman, E. A., Mumford, M. D., Zaccaro, S. J., Levin, K. Y., Korotkin, A. L., & Hein, M. B. (1991). Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation. The Leadership Quarterly, 2(4), 245-287.

Friedrich, T. L., Byrne, C. L., & Mumford, M. D. (2009). Methodological and theoretical considerations in survey research. Leadership Quarterly, 20(2), 57-60.
Friedrich, T. L., & Mumford, M. D. (2009). The effects of conflicting information on creative thought: A source of performance improvements or decrements? Creativity Research Journal, 21(2-3), 265-281.

Friedrich, T. L., Vessey, W. B., Schuelke, M. J., Ruark, G. A., & Mumford, M. D. (2009). A framework for understanding collective leadership: The selective utilization of leader and team expertise within networks. Leadership Quarterly, 20(6), 933-958.

Hunter, S. T., Bedell-Avers, K. E., & Mumford, M. D. (2009). Impact of situational framing and complexity on charismatic, ideological and pragmatic leaders: Investigation using a computer simulation. Leadership Quarterly, 20(3), 383-404.

Marcy, R. T., & Mumford, M. D. (2007). Social innovation: Enhancing creative performance through causal analysis. Creativity Research Journal, 19(2/3), 123-140.

Marcy, R. T., & Mumford, M. D. (2010). Leader cognition: Improving leader performance through causal analysis. Leadership Quarterly, 21(1), 1-19.

Marta, S., Leritz, L. E., & Mumford, M. D. (2005). Leadership skills and the group performance: Situational demands, behavioral requirements, and planning. The Leadership Quarterly, 16(1), 97-120.

Mobley, M. I., Doares, L. M., & Mumford, M. D. (1992). Process analytic models of creative capacities: Evidence for the combination and reorganization process. Creativity Research Journal, 5(2), 125-155.

Mumford, M. D. (1986). Leadership in the organizational context: A conceptual approach and its applications. Journal of Applied Social Psychology, 16(6), 508-531.

Mumford, M. D. (2000). Managing creative people: Strategies and tactics for innovation. Human Resource Management Review, 10(3), 313.

Mumford, M. D. (2002). Social innovation: Ten cases from Benjamin Franklin. Creativity Research Journal, 14(2), 253-266.

Mumford, M. D. (2003). Where have we been, where are we going? Taking stock in creativity research. Creativity Research Journal, 15(2-3), 107-120.

Mumford, M. D., Antes, A. L., Caughron, J. J., Connelly, S., & Beeler, C. (2010). Cross-field differences in creative problem-solving skills: A comparison of health, biological, and social sciences. Creativity Research Journal, 22(1), 14-26.

Mumford, M. D., Antes, A. L., Caughron, J. J., & Friedrich, T. L. (2008). Charismatic, ideological, and pragmatic leadership: Multi-level influences on emergence and performance. The Leadership Quarterly, 19(2), 144-160.

Mumford, M. D., Connelly, S., & Gaddis, B. (2003). How creative leaders think: Experimental findings and cases. The Leadership Quarterly, 14(4-5), 411-432.

Mumford, M. D., Connelly, S., Murphy, S. T., Devenport, L. D., Antes, A. L., Brown, R. P., et al. (2009). Field and experience influences on ethical decision making in the sciences. Ethics & Behavior, 19(4), 263-289.

Mumford, M. D., Costanza, D. P., Connelly, M. S., & Johnson, J. F. (1996). Item generation procedures and background data scales: Implications for construct and criterion-related validity. Personnel Psychology, 49(2), 361-398.

Mumford, M. D., Feldman, J., Hein, M., & Nagao, D. (2001). Tradeoffs between ideas and structure: Individual versus group performance in creative problem solving. The Journal of Creative Behavior, 35(1), 1-23.

Mumford, M. D., & Gustafson, S. B. (1988). Creativity syndrome - integration, application, and innovation. Psychological Bulletin, 103(1), 27-43.

Mumford, M. D., Hunter, S. T., & Byrne, C. L. (2009). What is the fundamental? The role of cognition in creativity and innovation. Industrial & Organizational Psychology, 2(3), 353-356.

Mumford, M. D., Hunter, S. T., Eubanks, D. L., Bedell, K. E., & Murphy, S. T. (2007). Developing leaders for creative efforts: A domain-based approach to leadership development. Human Resource Management Review, 17(4), 402-417.

Mumford, M. D., Marks, M. A., Connelly, M. S., Zaccaro, S. J., & Reiter-Palmon, R. (2000). Development of leadership skills: Experience and timing. Leadership Quarterly, 11(1), 87.

Mumford, M. D., Mobley, M. I., Uhlman, C. E., Reiter-Palmon, R., & Doares, L. (1991). Process analytic models of creative capacities. Creativity Research Journal, 4(2), 91-122.

Mumford, M. D., & Owens, W. A. (1987). Methodology review - principles, procedures, and findings in the application of background data measures. Applied Psychological Measurement, 11(1), 1-31.

Mumford, M. D., & Owens, W. A. (1987). Methodology Review: Principles, Procedures, and Findings in the Application of Background Data Measures. Applied Psychological Measurement, 11(1), 1-31.

Mumford, M. D., Peterson, N. G., & Childs, R. A. (1999). Basic and cross-functional skills: Taxonomies, measures, and findings in assessing job skill requirements. In N. G. Peterson, M. D. Mumford, W. C. Borman, P. R. Jeanneret & E. A. Fleishman (Eds.), An occupational information system for the 21st century: The development of O*NET (pp. 49–76). Washington D. C.: American Psychological Association.

Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. Leadership Quarterly, 13(6), 705-750.

Mumford, M. D., & Simonton, D. K. (1997). Creativity in the workplace: People, problems, and structures. Journal of Creative Behavior, 31(1), 1-6.

Mumford, M. D., Supinski, E. P., Baughman, W. A., Costanza, D. P., & Threlfall, K. V. (1997). Process-Based Measures of Creative Problem-Solving Skills: V. Overall Prediction. Creativity Research Journal, 10(1), 73.

Mumford, M. D., & Van Doom, J. R. (2001). The leadership of pragmatism: Reconsidering Franklin in the age of charisma. Leadership Quarterly, 12(3), 279.

Mumford, M. D., Vessey, W. B., & Barrett, J. D. (2008). Commentary: Measuring divergent thinking: Is there really one solution to the problem? Psychology of Aesthetics, Creativity, and the Arts, 2(2), 86-88.

Mumford, M. D., Waples, E. P., Antes, A. L., Brown, R. P., Connelly, S., Murphy, S. T., et al. (2010). Creativity and ethics: The relationship of creative and ethical problem-solving. Creativity Research Journal, 22(1), 74-89.

Mumford, M. D., Waples, E. P., Antes, A. L., Murphy, S. T., Connelly, S., Brown, R. P., et al. (2009). Exposure to unethical career events: Effects on decision making, climate, and socialization. Ethics & Behavior, 19(5), 351-378.

Mumford, M. D., Whetzel, D. L., & Reiter-Palmon, R. (1997). Thinking creatively at work: Organization influences on creative problem solving. Journal of Creative Behavior, 32(1), 7-17.

Mumford, M. D., Zaccaro, S. J., Connelly, M. S., & Marks, M. A. (2000). Leadership skills: Conclusions and future directions. Leadership Quarterly, 11(1), 155.

Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. Leadership Quarterly, 11(1), 11-35.

O'connor, J., Mumford, M. D., Clifton, T. C., Gessner, T. L., & Connelly, M. S. (1995). Charismatic leaders and destructiveness: An historiometric study. Leadership Quarterly, 6(4), 529-555.

Peterson, N. G., Mumford, M. D., Borman, W. C., Jeanneret, P. R., Fleishman, E. A., Levin, K. Y., et al. (2001). Understanding work using the Occupational Information Network (O*NET): Implications for practice and research. Personnel Psychology, 54(2), 451-492.

Redmond, M. R., Mumford, M. D., & Teach, R. (1993). Putting creativity to work - effects of leader-behavior on subordinate creativity. Organizational Behavior and Human Decision Processes, 55(1), 120-151.

Scott, G., Leritz, L. E., & Mumford, M. D. (2004a). The effectiveness of creativity training: A quantitative review. Creativity Research Journal, 16(4), 361-388.

Scott, G., Leritz, L. E., & Mumford, M. D. (2004b). Types of creativity training: Approaches and their effectiveness. Journal of Creative Behavior, 38(3), 149-179.

Scott, G. M., Lonergan, D. C., & Mumford, M. D. (2005). Conceptual combination: Alternative knowledge structures,alternative heuristics. Creativity Research Journal, 17(1), 79-98.

Shipman, A. S., Byrne, C. L., & Mumford, M. D. (2010). Leader vision formation and forecasting: The effects of forecasting extent, resources, and timeframe. Leadership Quarterly, 21(3), 439-456.

Stenmark, C. K., Antes, A. L., Wang, X., Caughron, J. J., Thiel, C. E., & Mumford, M. D. (2010). Strategies in forecasting outcomes in ethical decision-making: Identifying and analyzing the causes of the problem. Ethics & Behavior, 20(2), 110-127.

Stokes, G. S., Mumford, M. D., & Owens, W. A. (1989). Life history prototypes in the study of human individuality. Journal Of Personality, 57(2), 509-545.

Strange, J. M., & Mumford, M. D. (2002). The origins of vision: Charismatic versus ideological leadership. The Leadership Quarterly, 13(4), 343-377.

Strange, J. M., & Mumford, M. D. (2005). The origins of vision: Effects of reflection, models, and analysis. [doi: DOI: 10.1016/j.leaqua.2004.07.006]. The Leadership Quarterly, 16(1), 121-148.

Vincent, A. S., Decker, B. P., & Mumford, M. D. (2002). Divergent thinking, intelligence, and expertise: A test of alternative models. Creativity Research Journal, 14(2), 163-178.

Waples, E. P., Antes, A. L., Murphy, S. T., Connelly, S., & Mumford, M. D. (2009). A meta-analytic investigation of business ethics instruction. Journal of Business Ethics, 87(1), 133-151.

Zaccaro, S. J., Mumford, M. D., Connelly, M. S., Marks, M. A., & Gilbert, J. A. (2000). Assessment of leader problem-solving capabilities. Leadership Quarterly, 11(1), 37.

Books

Mumford, M. D. (Ed.). (2006). Pathways to outstanding leadership: A comparative analysis of charismatic, ideological, and pragmatic leaders. Mahwah, NJ: Lawrence Erlbaum Associates, Publishers.

Mumford, M. D. (Ed.). (2010). Leadership 101. New York, NY: Springer Publishng Company.

Conference Proceedings

Byrne, C. L., Barrett, J. D., Mumford, M. D., & Vessey, W. B. (2008). Examining the leaders of creative efforts: What do they do, and what do they think about? Paper presented at the Creativity and Innovation: An International Conference, Buffalo, NY.