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Publications and Reports

our research informs policy at the highest levels and our managing partner publishes in top management and organizational journals. grounded in this research, our process empowers a dramatic reimagining of leadership and mentoring practice through our contemporary co-created, authentic approach.

select policy reports and research publications are linked below.


Modernization of Congress:
The State of The Science and an Application of Organizational
Best Practices

This authoritative white paper was developed as a response to a U.S. Congressional Committee and the White House Office of Management and Budget request for a report on the state of the science regarding improving rules and procedures, leadership development, staff recruitment and diversity, and technology and innovation.

How the World’s Largest Database of Social Science Research Can Inform Policymaking

Reliable professional guidance to help policymakers make efficient and productive use of research findings as they arrive at decisions. Introducing MetaBUS: a free cloud-based platform that holds more than a million correlations published in organizational research journals. 

Formal Mentoring Programs

This highly cited article offers a unique longitudinal examination of formal mentoring programs and develops suggestions for improving the effectiveness of and satisfaction with mentoring among members of diverse mentoring pairs.

Gendered Communication on Multiple Measures of Career Success

Gendered communication (GCOM): Communicating in manners stereotypically associated with masculinity (i.e., assertive, egocentric, instrumental) and femininity (i.e., compassionate, egalitarian, relational). Scale development and validation. Effects of GCOM on hierarchical and non-hierarchical success factors.

Social Worth and Power: Manager Network Centrality as Predictor of Leadership

This research, labeled an exemplar in organizational research methods by Academy of Management President Herman Aguinis, explores how formal managers’ centralities in both positive and negative networks predict followers’ perceptions of their leadership. Results remain robust across different countries and a host of control variables.

The Learning Organization:
Groups and Teams

This research presents a knowledge-sharing model that explains individual members’ motivation to share knowledge within their work teams. Considers both aspects of knowledge donation (offering knowledge) and knowledge collection to allow better understanding of team member motivation to engage in knowledge-sharing behaviors.

The Social Construction of
Lone Wolfism

Takes a deep dive look into the world of those professionals who prefer to work at the edges of their organizational framework – lone wolves. Examines how lone wolves may be created through social workplace processes, and provides suggestions for embracing and managing these peripheral members.

Intuition Reliance and
Adaptive Selling

Presents a sensemaking perspective through which salespeople rely on intuitive judgments to inform information processing and decision-making during a sales encounter. Prepares organizational representatives to meet the demands of an increasingly complex selling environment.

Workplace Epistemologies: An Extensive Dissertation Study

Proposes and tests two social-constructivist, knowledge-based models through which organization members’ personal epistemological beliefs about knowledge and learning promote organizational knowledge sharing behaviors in teams and mentoring relationships. Establishes a new construct of individuals’ beliefs regarding the effort associated with knowledge and learning processes, which provides novel insights into how people approach team and developmental relationships at work.

Spiritual Mentoring Support

This is the article that launched the spiritual mentoring movement and authentic mentoring practice that incorporate coaching perspectives. Develops a model through which leaders and mentors may deploy and sustain high levels of workplace spirituality by co-developing a dyadic process supportive of the mentee’s inner-life journey and characterized by meaningful work and a context of connectedness.

Gendered Communication: An Introduction and Practitioner Guide

Describes gendered communication styles (GCOM) as a form of deep-level diversity that has important organizational implications. Introduces a typology of GCOM and discusses the various multilevel influences that inspire GCOM styles in the workplace. Establishes GCOM as a workplace social process.

Toward the Development of Authentic Mentoring: Role Modeling Effectiveness and Personal Learning

Presents a critical model of mentoring that suggests that mentee professional identity influences how mentoring occurs and, as a consequence, shapes mentoring learning outcomes. Introduces a system of authentic mentoring as a solution.

Workplace Learning: Mentoring and Beliefs about Knowledge

Examines the role of mentor beliefs about effort related to the knowledge and learning process on their extent of mentoring at work, and establishes the important role that psychological safety plays in tempering this relationship.

How Salespeople Make Decisions: Intuition informs Deliberation

The novel results of this study have led to tremendous changes to the way we think about cognitive decision-making processes relevant to the workplace. Investigating the role of emotions, deliberation, and intuition on adaptive selling, this research explores how individuals make decisions. Results reveal that intuition reliance informs the rational-deliberative process, and as a result has an important influence on the way we now approach decision-making in the organizational sciences.

Innovation Orientation and
Creative Selling

Examines and promotes appropriate multilevel organizational foci and mechanisms for creative selling as a means to cope with dynamically changing customer demands for innovative and customized product and service solutions.

The Extensive Reach of an Organization’s Ethical Climate

Draws on agency and stakeholder theories to establish the role that an organization’s ethical climate has on even its most peripheral agents. Those who perceive a stronger ethical climate tend to work both harder and smarter.


Dr. Frankie J. Weinberg’s research contribution has been recognized in Organizational Research Methods as “exemplary research” that serves “as an example of best methodological practices” for organizational research.

Herman Aguinis, President,
Academy of Management

Article of the Year!”

Greg W. Marshall, Editor,
Journal of Marketing Theory & Practice

I can honestly say that these are two top researchers in our field and the ability to get such scholars to unanimously recommend accepting a manuscript after only one revision is rare and a testament to your hard work and careful
scholarship – well done!”

Talya Bauer, Editor,
Journal of Management

“I wish all of our authors were as dedicated as you.”

Doug Tuggle, Editor,
The Learning Organization

“Considering the critical role(s) spiritual leaders may play in the lives of individuals, Frankie’s research has the potential to be one of the leading articles on this topic. And, as Leadership Quarterly is the top journal in the field, this potential seems likely to be recognized in the coming years.”

Shelley Dionne, Associate Editor,
Leadership Quarterly

“Frankie’s manuscript was one of the best ever submitted to JEE (acceptance rate is less than 20 percent) … In my six years of serving as Editor of JEE and numerous years of additional editing duties, I have worked with only a handful of authors who are as capable, enthusiastic and
dedicated as Frankie.”

Don Caudill, Editor,
Journal of Ethics and Entrepreneurship

“I am quite impressed with the direction of your research and of the continued evolution of workplace values and context as the economic environment continues to respond to volatile change … I will think of ways in which LUC and the Gannon Center could incorporate your work into some future project.”

Janet Watters Sisler, Vice President for Mission Integration and Former Director, Gannon Center for Women and Leadership
Loyola University Chicago

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