| When the appeal of a dominant leader is greater than a prestige leader H Kakkar, N Sivanathan Proceedings of the National Academy of Sciences 114 (26), 6734-6739, 2017 | 219 | 2017 |
| Fall from grace: The role of dominance and prestige in the punishment of high-status actors H Kakkar, N Sivanathan, MS Gobel Academy of management journal 63 (2), 530-553, 2020 | 157 | 2020 |
| The dispositional antecedents of promotive and prohibitive voice. H Kakkar, S Tangirala, NK Srivastava, D Kamdar Journal of Applied Psychology 101 (9), 1342, 2016 | 126 | 2016 |
| Of pandemics, politics, and personality: The role of conscientiousness and political ideology in the sharing of fake news. MA Lawson, H Kakkar Journal of Experimental Psychology: General 151 (5), 1154, 2022 | 76 | 2022 |
| Tribalism and tribulations: The social costs of not sharing fake news. MA Lawson, S Anand, H Kakkar Journal of Experimental Psychology: General 152 (3), 611, 2023 | 41 | 2023 |
| The impact of leader dominance on employees’ zero-sum mindset and helping behavior. H Kakkar, N Sivanathan Journal of Applied Psychology 107 (10), 1706, 2022 | 35 | 2022 |
| The unintended consequences of argument dilution in direct-to-consumer drug advertisements N Sivanathan, H Kakkar Nature Human Behaviour 1 (11), 797-802, 2017 | 30 | 2017 |
| The impact of dynamic status changes within competitive rank-ordered hierarchies H Kakkar, N Sivanathan, NC Pettit Proceedings of the National Academy of Sciences 116 (46), 23011-23020, 2019 | 29 | 2019 |
| Group cohesion benefits individuals who express prejudice, but harms their group DA Effron, H Kakkar, ED Knowles Journal of Experimental Social Psychology 79, 239-251, 2018 | 16 | 2018 |
| Why we prefer dominant leaders in uncertain times H Kakkar, N Sivanathan Harvard Business Review, 2017 | 8 | 2017 |
| If your employees aren’t speaking up, blame company culture H Kakkar, S Tangirala Harvard Business Review, 2018 | 7 | 2018 |
| Consequences of perceiving organization members as a unified entity: Stronger attraction, but greater blame for member transgressions. DA Effron, H Kakkar, DM Cable Journal of Applied Psychology 107 (11), 1951, 2022 | 6 | 2022 |
| A case based study of the relationship between innovation and organizational structure and architecture R Misra, R SHARMA, H KADAR Journal of Academy of Business and Economics 11 (4), 198-203, 2011 | 5 | 2011 |
| Achieving social influence across gender and time: Are dominance and prestige equally viable for men and women? H Kakkar Journal of Personality and Social Psychology, 2024 | 4 | 2024 |
| Time and punishment: Time delays exacerbate the severity of third-party punishment TG Kundro, S Nurmohamed, H Kakkar, SJ Affinito Psychological Science 34 (8), 914-931, 2023 | 3 | 2023 |
| We found the one group of Americans who are most likely to spread fake news H Kakkar, A Lawson POLITICO, January 14, 2022 | 3 | 2022 |
| How Drug Company Ads Downplay Risks N Sivanathan, H Kakkar Scientific American, 2019 | 2 | 2019 |
| Economic inequality: Implications for society and organizations S Davidai, H Kakkar, HB Waldfogel Academy of Management Proceedings 2020 (1), 16837, 2020 | 1 | 2020 |
| Explaining the global rise of “dominance” leadership N Sivanathan, H Kakkar Scientific American, 2017 | 1 | 2017 |
| Perilous and unaccountable: The positive relationship between dominance and moral hazard behaviors. GL Brady, H Kakkar, N Sivanathan Journal of Personality and Social Psychology, 2024 | | 2024 |
Niro SivanathanProfessor, London Business SchoolVerified email at london.edu
