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William A. Gentry · SciRah

Researcher profile · Semantic Scholar

William A. Gentry

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William A. Gentry — researcher profile on SciRah

h-index: 32
Works: 90
Citations: 4,069

Most-cited papers

Polynomial Regression with Response Surface Analysis: A Powerful Approach for Examining Moderation and Overcoming Limitations of Difference Scores
L. Shanock, Benjamin E. Baran, William A. Gentry, Stacy Clever Pattison +1 more
20101,015 citations
Semantic Scholar
Leader Emergence: The Case of the Narcissistic Leader
A. Brunell, William A. Gentry, W. K. Campbell, Brian J. Hoffman +2 more
2008Personality and Social Psychology Bulletin504 citations
Semantic Scholar
Erratum to: Polynomial Regression with Response Surface Analysis: A Powerful Approach for Examining Moderation and Overcoming Limitations of Difference Scores
L. Shanock, Benjamin E. Baran, William A. Gentry, Stacy Clever Pattison +1 more
2010Journal of business and psychology153 citations Open access
Semantic Scholar
RATER SOURCE EFFECTS ARE ALIVE AND WELL AFTER ALL
Brian J. Hoffman, C. Lance, Bethany H. Bynum, William A. Gentry
2010142 citations
Semantic Scholar
The value of virtue in the upper echelons: A multisource examination of executive character strengths and performance ☆
John J. Sosik, William A. Gentry, Jae Uk Chun
2012126 citations
Semantic Scholar
Empathic emotion and leadership performance: An empirical analysis across 38 countries
G. Sadri, Todd J. Weber, William A. Gentry
2011126 citations
Semantic Scholar
Examining career-related mentoring and managerial performance across cultures: A multilevel analysis☆
William A. Gentry, Todd J. Weber, G. Sadri
2008112 citations Open access
Semantic Scholar
A comparison of generational differences in endorsement of leadership practices with actual leadership skill level.
William A. Gentry, Tracy L. Griggs, Jennifer Deal, Scott P. Mondore +1 more
201196 citations
Semantic Scholar
Rater source factors represent important subcomponents of the criterion construct space, not rater bias
C. Lance, Brian J. Hoffman, William A. Gentry, Lisa E. Baranik
200896 citations
Semantic Scholar
The influence of supervisory‐support climate and unemployment rate on part‐time employee retention
William A. Gentry, Karl W. Kuhnert, Scott P. Mondore, E. Page
200783 citations
Semantic Scholar
Managerial skills: what has changed since the late 1980s
William A. Gentry, L. S. Harris, B. A. Baker, J. Leslie
200876 citations
Semantic Scholar
Managerial motivational profiles: Composition, antecedents, and consequences
Laura M. Graves, Kristin L. Cullen, H. Lester, Marian N. Ruderman +1 more
201571 citations
Semantic Scholar
Political skill as an indicator of promotability among multiple rater sources
William A. Gentry, Davìd C. Gilmore, Marissa L. Shuffler, J. Leslie
201270 citations
Semantic Scholar
A study of the discrepancy between self- and observer-ratings on managerial derailment characteristics of European managers
William A. Gentry, B. Ekelund, Kelly M Hannum, Annemarie de Jong
200768 citations
Semantic Scholar
Virtuous Leadership: Exploring the Effects of Leader Courage and Behavioral Integrity on Leader Performance and Image
Michael Palanski, Kristin L. Cullen, William A. Gentry, Chelsea M. Nichols
2014Journal of Business Ethics67 citations
Semantic Scholar
The Needs of Participants in Leadership Development Programs
William A. Gentry, R. Eckert, Vijayan Munusamy, Sarah Stawiski +1 more
201467 citations
Semantic Scholar
A Convergence/Divergence Perspective of Leadership Competencies Managers Believe are Most Important for Success in Organizations: A Cross-Cultural Multilevel Analysis of 40 Countries
William A. Gentry, Taylor E. Sparks
201266 citations
Semantic Scholar
Motivation at work: Which matters more, generation or managerial level?
Jennifer Deal, Sarah Stawiski, Laura M. Graves, William A. Gentry +2 more
201363 citations
Semantic Scholar
Assessor cognitive processes in an operational assessment center.
C. Lance, M. Foster, William A. Gentry, Joseph D. Thoresen
2004Journal of Applied Psychology61 citations
Semantic Scholar
Using structural topic modeling to gain insight into challenges faced by leaders
Scott Tonidandel, Karoline M. Summerville, William A. Gentry, S. Young
2021Leadership Quarterly60 citations
Semantic Scholar
Empathy in the workplace: A tool for effective leadership
William A. Gentry, Todd J. Weber, Sadri Golnaz
201658 citations Open access
Semantic Scholar
Integrity's place among the character strengths of middle-level managers and top-level executives
William A. Gentry, Kristin L. Cullen, John J. Sosik, Jae Uk Chun +2 more
201352 citations
Semantic Scholar
A study of managerial derailment characteristics and personality preferences
William A. Gentry, Scott P. Mondore, Brennan D. Cox
200752 citations
Semantic Scholar
How empathic concern helps leaders in providing negative feedback: A two‐study examination
S. Young, E. Richard, Rana G. Moukarzel, L. Steelman +1 more
201746 citations
Semantic Scholar
Perceptions of supervisor support: Resolving paradoxical patterns across gender and race
Samantha C. Paustian-Underdahl, E. King, S. Rogelberg, C. Kulich +1 more
201745 citations Open access
Semantic Scholar
Employee perceptions of corporate social responsibility: The implications for your organization
Sarah Stawiski, Jennifer Deal, William A. Gentry
201045 citations Open access
Semantic Scholar
Biased Self‐Perception Tendencies: Self‐Enhancement/Self‐Diminishment and Leader Derailment in Individualistic and Collectivistic Cultures
Kristin L. Cullen, William A. Gentry, F. Yammarino
201542 citations
Semantic Scholar
“I don't see me like you see me, but is that a problem?” Cultural influences on rating discrepancy in 360-degree feedback instruments
R. Eckert, B. Ekelund, William A. Gentry, J. Dawson
201042 citations
Semantic Scholar
How displaying empathic concern may differentially predict career derailment potential for women and men leaders in Australia
William A. Gentry, Malissa A. Clark, S. Young, Kristin L. Cullen +1 more
201536 citations Open access
Semantic Scholar
Hierarchical linear modeling as an example for measuring change over time in a leadership development evaluation context
William A. Gentry, Jennifer W. Martineau
201036 citations
Semantic Scholar
Competencies for Leadership Development: What's Hot and What's Not When Assessing Leadership-Implications for Organization Development
William A. Gentry, J. Leslie
200735 citations
Semantic Scholar
Extending the Nomological Network of Assessment Center Construct Validity: Prediction of Cross-Situationally Consistent and Specific Aspects of Assessment Center Performance
C. Lance, M. Foster, Y. Nemeth, William A. Gentry +1 more
2007Human Performance34 citations Open access
Semantic Scholar
Developmental relationships and managerial promotability in organizations: A multisource study
William A. Gentry, John J. Sosik
201031 citations
Semantic Scholar
The challenges leaders face around the world: More similar than different
William A. Gentry, R. Eckert, Sarah Stawiski, S. Zhao
201629 citations Open access
Semantic Scholar
A development of the dimensions of personal reputation in organizations
Robert A. Zinko, William A. Gentry, M. Laird
201628 citations
Semantic Scholar
Self–Observer Rating Discrepancies of Managers in Asia: A Study of Derailment Characteristics and Behaviors in Southern and Confucian Asia
William A. Gentry, Jeffrey Yip, Kelly M Hannum
201026 citations
Semantic Scholar
Leadership competencies: An exploratory study of what is important now and what has changed since the terrorist attacks of 9/11
Taylor E. Sparks, William A. Gentry
200824 citations
Semantic Scholar
Personality and political skill as distal and proximal predictors of leadership evaluations
William A. Gentry, J. Leslie, Davìd C. Gilmore, B. Ellen +2 more
201323 citations
Semantic Scholar
Derailment Signs across Generations: More in Common than Expected
Jacob G. Martin, William A. Gentry
201123 citations
Semantic Scholar
Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease1
William A. Gentry, L. Shanock
200823 citations
Semantic Scholar
Perceptions of authority and leadership: a cross-national, cross-generational investigation
Jennifer Deal, Sarah Stawiski, Laura M. Graves, William A. Gentry +2 more
201221 citations
Semantic Scholar
Examining diversity beliefs and leader performance across cultures
Todd J. Weber, G. Sadri, William A. Gentry
201820 citations
Semantic Scholar
Leadership responses to a conflict of gender-based tension: A comparison of responses between men and women in the US and South Africa
William A. Gentry, L. Booysen, Kelly M Hannum, Todd J. Weber
201019 citations
Semantic Scholar
Reputational change among managers
Robert A. Zinko, William A. Gentry, A. Hall, Gary Grant
201214 citations
Semantic Scholar
The continual need for improvement to avoid derailment: a study of college and university administrators
William A. Gentry, R. Katz, Belinda B. McFeeters
200913 citations
Semantic Scholar
Thinking straight: New strategies are needed for ethical leadership
Richard T. Marcy, William A. Gentry, R. Mckinnon
200813 citations
Semantic Scholar
Reconsidering the Equivalence of Multisource Performance Ratings: Evidence for the Importance and Meaning of Rater Factors
Bethany H. Bynum, Brian J. Hoffman, A. Meade, William A. Gentry
201312 citations
Semantic Scholar
What Coaches Believe are Best Practices for Coaching: A Qualitative Study of Interviews from Coaches Residing in Asia and Europe
William A. Gentry, L. Manning, A. Wolf, Gina Hernez-Broome +1 more
201312 citations
Semantic Scholar
Integrating Implicit Leadership Theories and Fit Into the Development of Global Leaders: A 360-Degree Approach
William A. Gentry, R. Eckert
2012Industrial and Organizational Psychology11 citations
Semantic Scholar
The irony of integrity: A study of the character strengths of leaders
William A. Gentry, Kristin L. Cullen, David Altman
20169 citations Open access
Semantic Scholar

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