Nathan J. Hiller

Conceptualizing executive hubris: the role of (hyper‐)core self‐evaluations in strategic decision‐making

Nathan J. Hiller, Donald C. Hambrick · Strategic Management Journal · 2005 · 708 citations

The bright-side and the dark-side of CEO personality: Examining core self-evaluations, narcissism, transformational leadership, and strategic influence.

Christian J. Resick, Daniel S. Whitman, Steven M. Weingarden et al. · Journal of Applied Psychology · 2009 · 584 citations

Transformational Leadership, Organizational Characteristic, Ceo Transformational Leadership +16

CEO Career Variety: Effects on Firm-Level Strategic and Social Novelty

Craig Crossland, J. Daniel Zyung, Nathan J. Hiller et al. · Academy of Management Journal · 2013 · 435 citations

Collective enactment of leadership roles and team effectiveness: A field study

Nathan J. Hiller, David V. Day, Robert J. Vance · The Leadership Quarterly · 2006 · 361 citations · Full text

Leadership Roles, Organizational Communication, Field Study +7

Metacritiques of Upper Echelons Theory: Verdicts and Recommendations for Future Research

Brett H. Neely, Jeffrey B. Lovelace, Amanda P. Cowen et al. · Journal of Management · 2020 · 346 citations

Upper Echelons Theory, Education, Human Resource Management +20