Leading through social processes: some findings from public sector organisations
Michael K. Muchiri
Linking demographic diversity to organisational outcomes: some preliminary findings, in the proceedings of the 25th Annual Australian and New Zealand Academy of Management Conference
Michael K. Muchiri
Societal culture as a moderator of the impact of leadership on organizational effectiveness: a conceptual model, paper presented during the Australian and New Zealand Academy of Management Annual Conference
Michael K. Muchiri
Examining the impact of substitutes for leadership on organizational performance, paper presented during the Australian and New Zealand Academy of Management Annual Conference
Michael K. Muchiri
Leadership in context: a review and research agenda for Sub-Saharan Africa, , Journal of Occupational and Organizational Psychology, Vol. 84 No. 3, pp. 440-452.
Michael K. Muchiri
Dynamic interactions of actual stock returns with forecasted stock returns and investors’ risk aversion: Empirical evidence interplaying the impact of Covid-19 Pandemic
Adnan Abo Alhaija
 Dynamic Changes in Investor Sentiments, Market Valuation and Shifts in Trading Position
Adnan Abo Alhaija
Linking leadership and authentic followership to organizational outcomes in Kenya: a conceptual model, Journal of Global Business Issues, Vol. 8, 17 – 26.
Michael K. Muchiri
Conflict at Multiple Levels: Transformational Leadership and Followers’ Cultural Orientation, in N. M. Ashkanasy, K.A. Jehn & O.B. Ayoko, (Eds.), Handbook of Research in Conflict Management, Edward Elgar Publishing, UK, pp. 440-458
Michael K. Muchiri
Linking abusive supervision to employees’ OCBs and turnover intentions: the role of psychological contract breach and perceived organisational support, Contemporary Management Research, Vol. 10 No. 2, pp. 147- 164.
Michael K. Muchiri

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