Ph.D., University of Illinois at Urbana-Champaign, 2002; M.A., University of Illinois at Urbana-Champaign, 1997; B.A., Egerton University, 1993.
Professor Walumbwa's current research focuses on examining the processes by which authentic, ethical, servant, and transformational leadership behaviors emerge and evolve, their impact on individual, group and organizational performance, and how such leadership behaviors can create climates more open to employee creativity, learning, knowledge sharing, voice, and behaving ethically. He also investigates how contextual factors such as culture, climate, organizational justice, high performance work systems, leader-member exchange, organizational politics, social networks, and work-family balance impact individual, group and organizational performance.
Devon, USA; Gallup Organization, Senior Research Advisor, 2010 - present; Unilever Organization, UK. Consultant, 2007-2008; United States Military Academy at West Point, 2009 - present.
Arizona State University: 2005-present. Previous Appointments: University of Nebraska, University of Illinois at Urbana-Champaign.
Career and Professional Awards; Teaching Awards
The Emerald Best International Symposium Award Finalist, 2009 meeting of the Academy of Management;
First Decade Achievement Award, University of Illinois at Urbana-Champaign, 2008; The Best Overall Conference Paper Award for the 2008 Southern Management Association; Outstanding Service Award as a Member of the Journal of Management Editorial Board, 2006-2008
Editorial Review Boards: Journal of Applied Psychology, 2011-present; Personnel Psychology, 2010-present; Organizational Behavior and Human Decision Processes, 2007-present; Journal of Management, 2006-present; Journal of Organizational Behavior, 2008-2011; Leadership Quarterly, 2006-present; Human Relations, 2010-present.
Zhang, X., Walumbwa, F.O., Aryee, S., & Chen, Z. X. (2013). Ethical Leadership and Employee Citizenship and Work Withdrawal Behaviors: Examining Mediating and Moderating Processes. Leadership Quarterly, 24(1), 284-297.
Aryee, S., Walumbwa, F.O., Seidu, E.M.Y., & Otaye, L.E. (2012). "Impact of High Performance Work Systems on Individual and Branch Level Performance: Test of a Multi-Level Model of Intermediate Linkages." Journal of Applied Psychology, 97(2), 287-300.
Oke, A., Walumbwa, F.O., & Myers, A (2012). "Innovation Strategy and Human Resource Practices, and Firms' Revenue Growth: The Roles of Environmental Uncertainty and Innovation Performance." Decision Sciences, 43(2) 273-302.
Walumbwa, F.O., Cropanzano, R., & Goldman, B.M. (2011). "How Leader-Member Exchange Influences Effective Work Behaviors: Social Exchange and Internal-External Efficacy Perspectives." Personnel Psychology, 64(3), 739-770.
Walumbwa, F.O., Mayer, D., Wang, P., & Wang, H., Workman, K., & Christensen, A.L. (2011). "Linking Ethical Leadership to Performance: The Role of Leader-Member Exchange, Self-efficacy, and Organizational Identification." Organizational Behavior and Human Decision Processes, 115(2), 204-213.
Walumbwa, F.O., Hartnell, C.A., & Oke, A. (2010). "Servant Leadership, Procedural Justice Climate, Service Climate, and Employee Attitudes and Organizational Citizenship Behavior: A Cross-level Investigation." Journal of Applied Psychology, 95(3), 517-529.
Walumbwa, F.O., Peterson, S.J., Avolio, B.J., & Hartnell, C.A. (2010). "An Investigation of the Relationships Between Leader and Follower Psychological Capital, Service Climate and Job Performance." Personnel Psychology, 63(4), 977-1003.
Hannah, S.T., Walumbwa, F.O., & Fry, J. (2011). Leadership in Action Teams: Team Authentic Leadership, Team Authenticity, Authenticity Strength, and Team Outcomes. Personnel Psychology, 64(3), 771-801.
Walumbwa, F.O., & Luthans, F., Avey, J., & Oke, A. (2011). Authentically Leading Groups: The Mediating Role of Positivity and Trust. Journal of Organizational Behavior, 32(1), 4-24.
Walumbwa, F.O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B.J. (2010). Psychological Processes Linking Authentic Leadership to Follower Behaviors. Leadership Quarterly, 21(5), 901-914.