| 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 | 176 | 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 | 108 | 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 | 101 | 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 | 51 | 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 | 26 | 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 | 23 | 2019 |
| 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 | 21 | 2022 |
| 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 | 14 | 2018 |
| Tribalism and tribulations: The social costs of not sharing fake news. MA Lawson, S Anand, H Kakkar Journal of Experimental Psychology: General, 2023 | 8 | 2023 |
| Why we prefer dominant leaders in uncertain times H Kakkar, N Sivanathan Harvard Business Review, 2017 | 8 | 2017 |
| 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 |
| 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 | 4 | 2022 |
| 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 | 1 | 2023 |
| Economic inequality: Implications for society and organizations S Davidai, H Kakkar, HB Waldfogel Academy of Management Proceedings 2020 (1), 16837, 2020 | 1 | 2020 |
| How Drug Company Ads Downplay Risks N Sivanathan, H Kakkar Scientific American, 2019 | 1 | 2019 |
| Explaining the Global Rise of “Dominance” Leadership N Sivanathan, H Kakkar Scientific American, 2017 | 1 | 2017 |
| Intergenerational Abusive Leadership: How Attributions Perpetuate the Cycle of Abuse D Chon, H Kakkar Academy of Management Proceedings 2023 (1), 18730, 2023 | | 2023 |
| The Effect of Social Media on Dominance Y Jin, H Kakkar Academy of Management Proceedings 2023 (1), 11045, 2023 | | 2023 |
| Leaders dominants: gare à la casse! H Kakkar, N Sivanathan Cerveau Psycho 146 (8), 14-16, 2022 | | 2022 |
| When Given a Fish vs. Offered a Fishing Rod: Outcomes of Receiving Contrasting Types of Help JJW Paek, H Kakkar Academy of Management Proceedings 2022 (1), 14676, 2022 | | 2022 |
Niro SivanathanProfessor, London Business SchoolVerified email at london.edu
