Lam, C., & Mayer, D. M. 2014. When do employees speak up for their customers? A model of proactivity in a customer service context. Personnel Psychology, 67: 637-666.


Leslie, L. M., Mayer, D. M., & Kravitz, D. A. 2014. The stigma of affirmative action: A stereotyping-based theory and meta-analytic test. Academy of Management Journal, 57: 964-989.


Ambrose, M., Schminke, M., & Mayer, D. M. 2013. Trickle-down effects of supervisor perceptions of interactional justice: A moderated mediation approach. Journal of Applied Psychology, 98: 679-689.


Cornelis, I., Van Hiel, A., De Cremer, D., & Mayer, D. M. 2013. When leaders choose to be fair: Follower belongingness needs and leader empathy influences leaders' adherence to procedural justice rules. Journal of Experimental Social Psychology, 49: 605-613.


Mayer, D. M., Nurmohamed, S., Treviño, L. K., Shapiro, D. L., & Schminke, M. 2013. Encouraging employees to report unethical conduct internally: It takes a village. Organizational Behavior and Human Decision Processes, 121: 89-103.


Stouten, J., van Dijke, M., Mayer, D. M., De Cremer, D., & Euwema, M. 2013. Can a leader be too ethical? The curvilinear effects of ethical leadership. The Leadership Quarterly, 24: 680-695.


Dahling, J. J., Chau, S. L., Mayer, D. M., & Gregory, J. B. 2012. Breaking rules for the right reasons?: An investigation of pro-social rule breaking. Journal of Organizational Behavior, 33: 21-42.


Ehrhart, K. H., Mayer, D. M., & Ziegert, J. C. 2012. Web-based recruitment in the millennial generation: Work-life balance, web site usability, and organizational attraction. European Journal of Work and Organizational Psychology, 21: 850-874.


Hoogervorst, N., De Cremer, D., van Dijke, M., & Mayer, D. M. 2012. When leaders sacrifice: The effects of sense of power and belongingness on leader’s self-sacrifice. Leadership Quarterly, 23: 883-896.


Mawritz, M. B., Mayer, D. M., Hoobler, J. M., Wayne, S. J., & Marinova, S. J. 2012. A trickle-down model of abusive supervision. Personnel Psychology, 65: 325-357.


Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. 2012. Who displays ethical leadership and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55: 151-171.


Mayer*, D. M., Thau*, S., Workman, K., Van Dijke, M., & De Cremer, D. 2012. Leader mistreatment, employee hostility, and deviant behaviors: Integrating self-uncertainty and thwarted needs perspectives on deviance. Organizational Behavior and Human Decision Processes, 117: 24-40.*Authors contributed equally


Moore, C., Detert, J. R., Treviño, L. K., Baker, V. L., & Mayer, D. M. 2012. Why employees do bad things: Moral disengagement and unethical organization behavior. Personnel Psychology, 65: 1-48.*Lead Article


Van Dijke, M., De Cremer, D., Mayer, D. M., & van Quaquebeke, N. 2012. When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models. Organizational Behavior and Human Decision Processes, 117: 235-248.


Shteynberg, G., Leslie, L. M., Knight, A. P., & Mayer, D. M. 2011. But affirmative action hurts Us! Race-related beliefs shape perceptions of White disadvantage and policy unfairness. Organizational Behavior and Human Decision Processes, 115: 1-12.*Lead Article


Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. 2011. Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115: 204-213.


De Cremer, D., Brockner, J., Fishman, A., van Dijke, M., van Olffen, W., & Mayer, D. M. 2010. When do procedural fairness and outcome fairness interact to influence employees' work attitudes and behaviors? The moderating effect of uncertainty. Journal of Applied Psychology, 95: 291-304.


De Cremer, D., Van Dijke, M., & Mayer, D. M. 2010. Cooperating when “You” and “I” are treated fairly: The moderating role of leader prototypicality. Journal of Applied Psychology, 95: 1121-1133.*Finalist for Outstanding Publication in Organizational Behavior in 2010


Van Dijke, M., De Cremer, D., & Mayer, D. M. 2010. The role of authority power in explaining procedural fairness effects. Journal of Applied Psychology, 95: 488-502.


De Cremer, D., Mayer, D. M., Schouten, B. C., Bardes, M., & van Dijke, M. 2009. When does self-sacrificial leadership motivate prosocial behavior: It depends on followers’ prevention focus. Journal of Applied Psychology, 94: 887-899.


Grant, A. M., & Mayer, D. M. 2009. Good soldiers and good actors: Prosocial and impression management motives as interactive predictors of citizenship behavior. Journal of Applied Psychology, 94: 900-912.


Mayer, D. M., Ehrhart, M. G., & Schneider, B. 2009. Service attribute boundary conditions of the service climate-customer satisfaction link. Academy of Management Journal, 52: 1034-1050.


Mayer, D. M., Greenbaum, R., Kuenzi, M., & Shteynberg, G. 2009. When do fair procedures not matter? A test of the identity violation effect. Journal of Applied Psychology, 94: 142-161.


Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. 2009. How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108: 1-13.*Lead Article


Nishii, L. H., & Mayer, D. M. 2009. Do inclusive leaders help reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94: 1412-1426.*Featured in “Diverse: Issues in Higher Education”


Moon, H., Kamdar, D., Mayer, D. M., & Takeuchi, R. 2008. Me or we? The role of personality and justice as other-centered antecedents to innovative citizenship behaviors within organizations. Journal of Applied Psychology, 93: 84-94.


Mayer, D. M., Nishii, L. H., Schneider, B., & Goldstein, H. W. 2007. The precursors and products of fair climates: Group leader antecedents and employee attitudinal consequences. Personnel Psychology, 60: 929-963.


Salvaggio, A. N., Schneider, B., Nishii, L. H., Mayer, D. M., Ramesh, A., & Lyon, J. S. 2007. Manager personality, manager service quality orientation, and service climate: test of a model. Journal of Applied Psychology, 92: 1741-1750.


Harrison, D. A., Kravitz, D. A., Mayer, D. M., Leslie, L. M., & Lev-Arey, D. 2006. Understanding reactions to affirmative action programs in employment: Addressing attitudes toward redressing discrimination. Journal of Applied Psychology, 91: 1013-1036.


Schneider, B., Ehrhart, M. G., Mayer, D. M., Saltz, J. L., & Niles-Jolly K. 2005. Understanding organizational-customer linkages in service settings. Academy of Management Journal, 48: 1017-1032.


Klein, K. J., Lim, B., Saltz, J. L., & Mayer, D. M. 2004. How do they get there? An examination of the antecedents of centrality in team networks. Academy of Management Journal, 47: 952-963.





Bonner, J., Greenbaum, R. L., & Mayer, D. M. in press. My boss is morally disengaged: The role of ethical leadership in explaining the interactive effect of supervisor and employee moral disengagement on employee behaviors. Journal of Business Ethics. (Special issue on "Context Influences on Workplace Ethics and Justice").


Greenbaum, R. L., Mawritz, M. B., Mayer, D. M., & Priesemuth, M. 2013. To act out, withdraw, or constructively resist? Employee reactions to supervisor abuse of customers. Human Relations, 66: 925-950. (Special issue on "Organizational Justice and Behavioral Ethics").


Sumanth, J. J., Mayer, D. M., & Kay, V. S. 2011. Why good guys finish last: The role of justification motives, cognition, and emotion in predicting retaliation against whistleblowers. Organizational Psychology Review, 1: 165-184. (Invited article)


De Cremer, D., Mayer, D. M., & Schminke, M. 2010. Guest editors' introduction on understanding ethical behavior and decision making: A behavioral ethics approach. Business Ethics Quarterly, 20: 1-6. (Special issue on “Behavioral Ethics”).*Lead Article


Mayer, D. M., Kuenzi, M., & Greenbaum, R. L. 2010. Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate. Journal of Business Ethics, 95: 7-16. (Special issue on “Behavioral Ethics”).


Mayer, D. M., Bardes, M., & Piccolo, R. F. 2008. Do servant-leaders satisfy follower needs? An organizational justice perspective. European Journal of Work and Organizational Psychology, 17: 180-197. (Special issue on “Leadership and Fairness”).


Piccolo, R. F., Bardes, M., Mayer, D. M., & Judge, T. A. 2008. Does high quality leader-member exchange accentuate organizational injustice? European Journal of Work and Organizational Psychology, 17: 273-298. (Special issue on “Leadership and Fairness”).


Mayer, D. M., & Hanges, P. J. 2003. Understanding the stereotype threat effect with “culture-free” tests: An examination of its mediators and measurement. Human Performance, 16: 207-230. (Special issue on “Stereotype Threat Effects in Employment Settings”).




Nurmohamed, S., Greenbaum, R. L., Mayer, D. M., & DeRue, D. S. 2012. Do I care if my boss does the right thing? An ethical lens on psychological contract fulfillment. Proceedings of the annual meeting of the Academy of Management, Boston.


Mayer, D. M., Brown, M., Priesemuth, M., & Kuenzi, M. 2009. Antecedents and consequences of employee-supervisor agreement on ethical leadership. Proceedings of the annual meeting of the Academy of Management, Chicago.


Mayer, D. M., Keller, K. M., Leslie, L. M., & Hanges, P. J. 2008. When does my relationship with my manager matter most? The moderating role of coworkers’ LMX. Proceedings of the annual meeting of the Academy of Management, Anaheim.





Mayer, D. M. 2014. Lead an ethical organization. In J. Dutton & G. Spreitzer (Eds.), Putting positive leadership into action: 90-99. Berrett-Kohler Publishers.


Mayer, D. M. 2014. A review of the literature on ethical climate and culture. In B. Schneider (Ed.), Handbook of climate and culture. Oxford: University Press.


Mayer, D. M. 2012. A positive lens on organizational justice: Toward a moral, constructive, and balanced approach to reactions to third-party (In)justice. In K. S. Cameron & G. M. Spreitzer (Eds.), The Oxford handbook of positive organizational scholarship: 316-324.


Mayer, D. M. 2010. Servant leadership and basic psychological needs: Where do we go from here? In D. van Dierendonck & K. Patterson (Eds.), Servant leadership: Recent developments in theory and research: 147-154. Palgrave Macmillan Business & Management Academic Publishing.


Mayer*, D. M., & Kuenzi*, M. 2010. Exploring the “black box” of justice climate: What mechanisms link justice climate and outcomes? In E. Mullen, E. Mannix, & M. Neale (Eds.), Research on managing groups and teams: Fairness, Vol. 13: 331-346. London: Elsevier Science Press. *Authors contributed equally


Mayer, D. M. 2010. From proscriptions to prescriptions: A call for including prosocial behavior in behavioral ethics. In M. Schminke (Ed.), Managerial ethics: Managing the psychology of morality: 257-269. Hillsdale, NJ: Erlbaum.


Mayer, D. M, Kuenzi, M., & Greenbaum, R. L. 2009. Making ethical climate a mainstream management topic: A review, critique, and prescription for the empirical research on ethical climate. In D. De Cremer (Ed.), Psychological perspectives on ethical behavior and decision making: 181-213. Greenwich, CT: Information Age Publishing.


Mayer, D. M., & Piccolo, R. F. 2006. Expanding the scope: Social network and multilevel perspectives on leader-member exchange. In G. Graen (Ed.), LMX leadership: The series, Sharing network leadership, Vol. 4: 37-62. Greenwich, CT: Information Age Publishing.


Mayer, D. M. 2006. Distributive justice. In R. Baumeister (Ed.), Encyclopedia of social psychology: 259-261. Thousand Oaks, CA: Sage.



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University of Michigan