Haoying Xu
Assistant Professor
School of Business
Education
- PhD (2022) University of Illinois Chicago (Organizational Behavior/Human Resource Management)
Research
Leadership
Workplace relationships
Workplace emotions
Workplace relationships
Workplace emotions
General Information
Haoying (Howie) Xu received his PhD in management from the University of Illinois Chicago. His research is focused on leadership, workplace relationships, and workplace emotions. His articles have appeared in various outlets such as Personnel Psychology, Journal of Organizational Behavior, Journal of Management, Human Relations, Journal of Business Ethics, Harvard Business Review, and been featured in magazines such as Fortune and Jerusalem Post.
Appointments
Assistant Professor of Management - 2022 to present
Honors and Awards
Best Reviewer Award, AOM OB Division, 2023
Vice-provost’s commendation for Teaching Excellence, Stevens Intitute of Technology 2023
Outstanding Service as Student Representative, AOM OB Division, 2019–2021
Chicago Consular Corps Award ($1,000), 2020
Greenleaf Scholarship Award ($2,500), 2020
Greenleaf Scholarship Award ($2,500), 2018
Vice-provost’s commendation for Teaching Excellence, Stevens Intitute of Technology 2023
Outstanding Service as Student Representative, AOM OB Division, 2019–2021
Chicago Consular Corps Award ($1,000), 2020
Greenleaf Scholarship Award ($2,500), 2020
Greenleaf Scholarship Award ($2,500), 2018
Professional Societies
- SMA – Southern Management Association Member
- SIOP – Society for Industrial and Organizational Psychology Member
- AOM – Academy of Management Member
Selected Publications
Journal Publications
1. Xu, H., Wayne, S. J., Wang, L., & Pan, J. (in press). LMX differentiation as a double-edged sword: A social hierarchy perspective for understanding the beneficial and detrimental effects of LMX differentiation on team performance. Personnel Psychology. (ABS 4*)
2. Avery, D., Bharanitharan, D., Dumas, T., George, E., Joshi, A., Loyd, D. L., Van Knippenberg, D., Wang, M., & Xu, H.(2022). Racial biases in the publication process: Exploring expressions and solutions. Journal of Management, 48, 7–16. (ABS 4* & FT-50) *Authors contributed equally and the author line-up is alphabetical
3. Pan, J., Zheng, X., Xu. H., Li, J., & Lam, C. K. (2021). What if my coworker builds a better LMX? The roles of envy and coworker pride for the relationships of LMX social comparison with learning and undermining. Journal of Organizational Behavior, 42, 1144 – 1167. (ABS 4) *The first three authors made equal contributions and share equal authorship
4. Wang, Z., Xing, L., Xu, H., & Hannah, S. T. (2021). Not all followers socially learn from ethical leaders: The roles of followers’ moral identity and leader identification in the ethical leadership process. Journal of Business Ethics, 170, 449–469.(FT 50)
5. Wang, Z., & Xu, H. (2019). When and for whom ethical leadership is more or less effective in eliciting work meaningfulness and positive attitudes: The moderating roles of core self-evaluation and perceived organizational support. Journal of Business Ethics, 156, 919–940. (FT 50) *The authors made equal contributions and share equal authorship
6. Wang, Z., Xu, H., & Liu, Y. (2018). Servant leadership as a driver of employee service performance: Test of a trickle-down model and its boundary conditions. Human Relations, 79, 1179–1203. (FT 50) *The authors made equal contributions and share equal authorship
7. Wang, Z., Xu, H., & Liu, Y. (2018). How does ethical leadership trickle down? Test of an integrative dual-process model. Journal of Business Ethics, 153, 691–705. (FT 50)
8. Sun, U., Xu, H., Kluemper, D., Lu, X., & Yun, S. (In press). What does leaders’ abuse mean to me? Psychological empowerment as the key mechanism explaining the relationship between abusive supervision and taking charge. Group & Organization Management. (ABS 3)
9. Sun, U., Xu, H., Kluemper, D., McLarty, B. D., & Yun, S. (Accept). Ethical leadership and knowledge sharing: A social cognitive approach to investigating the role of self-efficacy as a key mechanism. Journal of Business Research. (ABS-3)
Practitioner Oriented Publications
1. Xu, H., Pan, J., & Zheng, X. (2022). The upside of playing favorites: It doesn’t have to be toxic. Harvard Business Review. https://hbr.org/2022/07/the-upside-of-playing-favorites?ab=hero-main-text (FT 50)
2. Xu, H., Wayne, S. J., Pan, J., Wang, L., & Zhang, S. (2023). What managers need to know about their teams: Managers should match their approach with the structure of their team. Here’s why. Psychology Today.https://www.psychologytoday.com/us/blog/leadership-and-workplace-relationships-matter/202302/what-managers-need-to-know-about-their
3. Xu, H., Wayne, S. J., Wang, L. & Pan, J. (2023). Why it’s (sometimes) ok for boss to play favorites. New York University’s Stern School of Business and Society Program based ‘Ethical Systems.’ https://www.ethicalsystems.org/why-its-sometimes-ok-for-the-boss-to-play-favorites/
Book Chapter
1. Xu, H., Zhong, M., & Liden, R. C. (2020). The state of the art in academic servant leadership research: A systematic review. In J. C. Burkhardt, & J. Y. Joslin (Eds.), Inspiration for servant leaders: Lessons from fifty years of research and practice. Greenleaf Center for Servant Leadership.
1. Xu, H., Wayne, S. J., Wang, L., & Pan, J. (in press). LMX differentiation as a double-edged sword: A social hierarchy perspective for understanding the beneficial and detrimental effects of LMX differentiation on team performance. Personnel Psychology. (ABS 4*)
2. Avery, D., Bharanitharan, D., Dumas, T., George, E., Joshi, A., Loyd, D. L., Van Knippenberg, D., Wang, M., & Xu, H.(2022). Racial biases in the publication process: Exploring expressions and solutions. Journal of Management, 48, 7–16. (ABS 4* & FT-50) *Authors contributed equally and the author line-up is alphabetical
3. Pan, J., Zheng, X., Xu. H., Li, J., & Lam, C. K. (2021). What if my coworker builds a better LMX? The roles of envy and coworker pride for the relationships of LMX social comparison with learning and undermining. Journal of Organizational Behavior, 42, 1144 – 1167. (ABS 4) *The first three authors made equal contributions and share equal authorship
4. Wang, Z., Xing, L., Xu, H., & Hannah, S. T. (2021). Not all followers socially learn from ethical leaders: The roles of followers’ moral identity and leader identification in the ethical leadership process. Journal of Business Ethics, 170, 449–469.(FT 50)
5. Wang, Z., & Xu, H. (2019). When and for whom ethical leadership is more or less effective in eliciting work meaningfulness and positive attitudes: The moderating roles of core self-evaluation and perceived organizational support. Journal of Business Ethics, 156, 919–940. (FT 50) *The authors made equal contributions and share equal authorship
6. Wang, Z., Xu, H., & Liu, Y. (2018). Servant leadership as a driver of employee service performance: Test of a trickle-down model and its boundary conditions. Human Relations, 79, 1179–1203. (FT 50) *The authors made equal contributions and share equal authorship
7. Wang, Z., Xu, H., & Liu, Y. (2018). How does ethical leadership trickle down? Test of an integrative dual-process model. Journal of Business Ethics, 153, 691–705. (FT 50)
8. Sun, U., Xu, H., Kluemper, D., Lu, X., & Yun, S. (In press). What does leaders’ abuse mean to me? Psychological empowerment as the key mechanism explaining the relationship between abusive supervision and taking charge. Group & Organization Management. (ABS 3)
9. Sun, U., Xu, H., Kluemper, D., McLarty, B. D., & Yun, S. (Accept). Ethical leadership and knowledge sharing: A social cognitive approach to investigating the role of self-efficacy as a key mechanism. Journal of Business Research. (ABS-3)
Practitioner Oriented Publications
1. Xu, H., Pan, J., & Zheng, X. (2022). The upside of playing favorites: It doesn’t have to be toxic. Harvard Business Review. https://hbr.org/2022/07/the-upside-of-playing-favorites?ab=hero-main-text (FT 50)
2. Xu, H., Wayne, S. J., Pan, J., Wang, L., & Zhang, S. (2023). What managers need to know about their teams: Managers should match their approach with the structure of their team. Here’s why. Psychology Today.https://www.psychologytoday.com/us/blog/leadership-and-workplace-relationships-matter/202302/what-managers-need-to-know-about-their
3. Xu, H., Wayne, S. J., Wang, L. & Pan, J. (2023). Why it’s (sometimes) ok for boss to play favorites. New York University’s Stern School of Business and Society Program based ‘Ethical Systems.’ https://www.ethicalsystems.org/why-its-sometimes-ok-for-the-boss-to-play-favorites/
Book Chapter
1. Xu, H., Zhong, M., & Liden, R. C. (2020). The state of the art in academic servant leadership research: A systematic review. In J. C. Burkhardt, & J. Y. Joslin (Eds.), Inspiration for servant leaders: Lessons from fifty years of research and practice. Greenleaf Center for Servant Leadership.
Courses
BT 33O Social Psychology and Organizational Behavior (Undergraduate level)
MGT 689 Organizational Behavior and Design (Graduate level)
MGT 689 Organizational Behavior and Design (Graduate level)