michael d. mumford
michael d. mumford
glc professor of psychology
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Creativity syndrome: Integration, application, and innovation.
MD Mumford, SB Gustafson
Psychological bulletin 103 (1), 27, 1988
Leading creative people: Orchestrating expertise and relationships
MD Mumford, GM Scott, B Gaddis, JM Strange
The leadership quarterly 13 (6), 705-750, 2002
Leadership skills for a changing world: Solving complex social problems
MD Mumford, SJ Zaccaro, FD Harding, TO Jacobs, EA Fleishman
The leadership quarterly 11 (1), 11-35, 2000
The effectiveness of creativity training: A quantitative review
G Scott, LE Leritz, MD Mumford
Creativity research journal 16 (4), 361-388, 2004
Managing creative people: Strategies and tactics for innovation
MD Mumford
Human resource management review 10 (3), 313-351, 2000
Where have we been, where are we going? Taking stock in creativity research
MD Mumford
Creativity research journal 15 (2-3), 107-120, 2003
Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation
EA Fleishman, MD Mumford, SJ Zaccaro, KY Levin, AL Korotkin, MB Hein
The leadership quarterly 2 (4), 245-287, 1991
Climate for creativity: A quantitative review
ST Hunter, KE Bedell, MD Mumford
Creativity research journal 19 (1), 69-90, 2007
Putting creativity to work: Effects of leader behavior on subordinate creativity
MR Redmond, MD Mumford, R Teach
Organizational behavior and human decision processes 55 (1), 120-151, 1993
Process analytic models of creative capacities
MD Mumford, MI Mobley, R Reiter‐Palmon, CE Uhlman, LM Doares
Creativity research journal 4 (2), 91-122, 1991
Social innovation: ten cases from Benjamin Franklin
MD Mumford
Creativity research journal 14 (2), 253-266, 2002
Development of leadership skills: Experience and timing
MD Mumford, MA Marks, MS Connelly, SJ Zaccaro, R Reiter-Palmon
The Leadership Quarterly 11 (1), 87-114, 2000
Understanding work using the Occupational Information Network (O* NET): Implications for practice and research
NG Peterson, MD Mumford, WC Borman, PR Jeanneret, EA Fleishman, ...
Personnel psychology 54 (2), 451-492, 2001
Leading for innovation: Conclusions, issues, and directions
MD Mumford, B Licuanan
The leadership quarterly 15 (1), 163-171, 2004
A framework for understanding collective leadership: The selective utilization of leader and team expertise within networks
TL Friedrich, WB Vessey, MJ Schuelke, GA Ruark, MD Mumford
The Leadership Quarterly 20 (6), 933-958, 2009
Leadership skills: Conclusions and future directions
MD Mumford, SJ Zaccaro, MS Connelly, MA Marks
The Leadership Quarterly 11 (1), 155-170, 2000
Leadership and social intelligence: Linking social perspectiveness and behavioral flexibility to leader effectiveness
SJ Zaccaro, JA Gilbert, KK Thor, MD Mumford
The Leadership Quarterly 2 (4), 317-342, 1991
An occupational information system for the 21st century: The development of O* NET.
NG Peterson, MD Mumford, WC Borman, P Jeanneret, EA Fleishman
American Psychological Association, 1999
The typical leadership study: Assumptions, implications, and potential remedies
ST Hunter, KE Bedell-Avers, MD Mumford
The Leadership Quarterly 18 (5), 435-446, 2007
Creative thinking: Processes, strategies and knowledge
MD Mumford, V Giorgini, C Gibson, J Mecca
Handbook of research on creativity, 249-264, 2013
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