Ph.D., University of Nebraska, 2001; M.B.A., University of Nebraska, 1997; B.A., University of Southern California, 1995.
Leadership, positive organizational behavior, performance at different levels of analysis.
Academic Positions Held
Arizona State University: 2006-present. Previous Appointments: Miami University.
Career and Professional Awards; Teaching Awards
Recipient, W.P. Carey MBA Outstanding Teacher Award, 2012; Nominee, Associated Students of ASU Centennial Professor Award.
Editorial Review Board Member, Personnel Psychology, The Leadership Quarterly, and Journal of Organizational Behavior.
Kinicki, A. J., Jacobson, K. J. L., Peterson, S. J., & Prussia, G. E. (in press). The development and validation of the Performance Management Behavior Questionnaire. Personnel Psychology.
Peterson, S. J., Galvin, B. J., & Lange, D. 2012. CEO servant leadership: Exploring executive characteristics and firm performance, Personnel Psychology, 65, 565-596.
Peterson, S. J., Walumbwa, F. O., Avolio, B. J., & Hannah, S. T. (2012). The relationship between authentic leadership and follower job performance: The mediating role of follower positivity. Leadership Quarterly, 23, 502-516.
Peterson, S. J., Luthans, F., Avolio, B. J., Walumbwa, F. O., & Zhang, Z. (2011). Psychological capital and employe performance: A latent growth modeling approach. Personnel Psychology, 64, 427-450.
Zhang, Z., & Peterson, S. J. (2011). Advice networks in teams: The role of transformational leadership and members' core self-evaluations. Journal of Applied Psychology, 96. 1004-1017.
ASU is a tier 1 research university and W. P. Carey is proud of its strong tradition of teaching and classroom excellence. Our students directly benefit from the research and theories our faculty brings into the classroom. Below is a list of courses being taught during the current semester by this faculty member. Click a course to view it in the ASU course catalog.
MGT 502 - Organization Theory/Behavior
Understands human side of organizations through management theories and applications. Develops knowledge and skills for successful management of self and others.
MGT 520 - High-Impact Leadership
Addresses the inherent ambiguity surrounding effective leadership by providing a toolkit of tangible behaviors to ensure leaders create "high impact" in all areas of their professional and personal lives. Emphasizes what high-impact leaders do differently and uniquely to achieve results while also inpsiring loyalty in relationships. Covers core topics including building executive maturity and presence, developing and delivering compelling messages, inspiring those around you, building a strong relationship network, establishing credibility, and managing upward relationships. Includes peer dialogue, extensive presentation skills training, and assignments based on students' real-life leadership experiences.
MGT 791 - Seminar
A small class emphasizing discussion, presentations by students, and written research papers.
MGT 792 - Research
Independent study in which a student, under the supervision of a faculty member, conducts research that is expected to lead to a specific project such as a dissertation, report, or publication. Assignments might include data collection, experimental work, data analysis, or preparation of a manuscript.