Moorman, R.H., Darnold, T.M., Priesemuth, M., & Dunn, C.P. (2012). Toward the measurement of perceived leader integrity: Introducing a multidimensional approach. Journal of Change Management, DOI:10.1080/14697017.2012.728746.
Moorman, R.H. & Grover, S.L. (2009). Why Does Leader Integrity Matter to Followers? An Uncertainty Management-Based Explanation. The International Journal of Leadership Studies, 5, 102 – 114.
Grover, S.L. & Moorman, R.H. (2009). Challenges to leader integrity. In T. Hernes & C. Garsten (Eds.), Ethical Dilemmas in Management, pp. 53-63, Erlbaum Press.
Wells, D.W., Moorman, R.H. & Werner, J. (2007). How does the perceived purpose of electronic performance monitoring impact an array of attitudinal variables? Human Resource Development Quarterly, 18, 121 – 138.
Blakely, G.L., Srivastava, A., & Moorman, R.H. (2005). The effects of nationality, work role centrality, and work locus of control on role definitions. Journal of Leadership and Organizational Studies, 12, 103 – 117.
Moorman, R.H. & Byrne, Z.S. (2005). What is the role of justice in promoting organizational citizenship behavior? In Greenberg, J. & Colquitt, J.A. (Eds.), Handbook of Organizational Justice: Fundamental Questions about Fairness in the Workplace. Lawrence Erlbaum Associates, p. 355 – 380.
Moorman, R.H. & Danielson, M.A. (2004). What do followers expect from leaders? Creighton University Magazine, Summer, 2004, p. 32-36. Reprinted in Leadership From the Ground Up, a participant workbook for the 10th Annual Worldwide Luminary Series on Leadership, October, 2004.
Moorman, R.H. & Wells, D.L. (2003). Can electronic performance monitoring be fair? Exploring relationships among monitoring characteristics, perceived fairness, and job performance. The Journal of Leadership and Organizational Studies, 10, 2-16.
Moorman, R.H. & Harland, L.K. (2002). Temporary workers as good citizens: Factors influencing their organizational citizenship behavior performance. Journal of Business and Psychology, 17, 171 – 187.
Niehoff, B.P., Moorman, R.H., Blakely, G.L., & Fuller, J. (2001). The influence of empowerment and job enrichment on employee loyalty in a downsizing environment. Group and Organization Management, 26, 93-113.
Moorman, R.H., Blakely, G.L., & Niehoff, B.P. (1998). Does organizational support mediate the relationship between procedural justice and organizational citizenship behavior? Academy of Management Journal, 41, 351-357.
Blakely, G.L., Blakely, E.H., & Moorman, R.H. (1998). The effects of training on perceptions of sexual harassment. The Journal of Applied Social Psychology, 28, 71-83.
Niehoff, B.P. & Moorman, R.H. (1996). Exploring the relationships between top management behaviors and employee perceptions of fairness. International Journal of Public Administration, 19, 941-961.
Blakely, G.L., Blakely, E.H., & Moorman, R.H. (1995). Relationship between gender, personal experience, and perceptions of sexual harassment in the workplace. Employee Responsibilities and Rights Journal, 8, 263-274.
Moorman, R.H. & Blakely, G.L. (1995). Individualism-Collectivism as an individual difference predictor of organizational citizenship behavior. Journal of Organizational Behavior, 16, 127-142.
Moorman, R.H. (1993). The influence of cognitive and affective based job satisfaction measures on the relationship between satisfaction and organizational citizenship behavior. Human Relations, 46, 759-776.
Moorman, R.H., Niehoff, B.P., & Organ, D.W. (1993). Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justice. Employee Responsibilities and Rights Journal, 6, 209-225.
Niehoff, B.P. & Moorman, R.H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36, 527-556.
Organ, D.W. & Moorman, R.H. (1993). Fairness and organizational citizenship behavior: What are the connections? Social Justice Research, 6, 5-18.
Moorman, R.H. & Podsakoff, P.M. (1992). A meta-analytic review and empirical test of the potential confounding effects of social desirability response sets in organizational behaviour research. The Journal of Occupational and Organizational Psychology, 65, 131-149.
Moorman, R.H. (1991). The relationship between organizational justice and organizational citizenship behavior: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76, 845-855.
Podsakoff, P.M., MacKenzie, S., Moorman, R.H., & Fetter, R. (1990). The influence of transformational leader behaviors on organizational citizenship behaviors. The Leadership Quarterly, 1, 107-142.
Reprinted in Leaders and the Leadership Process, J.L. Pierce & J. Newstrom (Eds.), Austin Press: Burr Ridge, Il., 1995.