Leigh Tost
Leigh Tost
Marshall School of Business, University of Southern California
Verified email at
Cited by
Cited by
An integrative model of legitimacy judgments
LP Tost
Academy of management review 36 (4), 686-710, 2011
Organizational legitimacy: Six key questions
DL Deephouse, J Bundy, LP Tost, MC Suchman
The SAGE handbook of organizational institutionalism 4 (2), 27-54, 2017
Agentic women and communal leadership: How role prescriptions confer advantage to top women leaders.
AS Rosette, LP Tost
Journal of Applied Psychology 95 (2), 221, 2010
When power makes others speechless: The negative impact of leader power on team performance
LP Tost, F Gino, RP Larrick
Academy of Management journal 56 (5), 1465-1486, 2013
Power, competitiveness, and advice taking: Why the powerful don’t listen
LP Tost, F Gino, RP Larrick
Organizational behavior and human decision processes 117 (1), 53-65, 2012
The egoism and altruism of intergenerational behavior
KA Wade-Benzoni, LP Tost
Personality and Social Psychology Review 13 (3), 165-193, 2009
When, why, and how do powerholders “feel the power”? Examining the links between structural and psychological power and reviving the connection between power and responsibility
LP Tost
Research in Organizational Behavior 35, 29-56, 2015
When corporate social responsibility motivates employee citizenship behavior: The sensitizing role of task significance
M Ong, DM Mayer, LP Tost, N Wellman
Organizational behavior and human decision processes 144, 44-59, 2018
Mixed reasons, missed givings: The costs of blending egoistic and altruistic reasons in donation requests
DC Feiler, LP Tost, AM Grant
Journal of Experimental Social Psychology 48 (6), 1322-1328, 2012
It’s only a matter of time: Death, legacies, and intergenerational decisions
KA Wade-Benzoni, LP Tost, M Hernandez, RP Larrick
Psychological Science 23 (7), 704-709, 2012
The legacy motive: A catalyst for sustainable decision making in organizations
M Fox, LP Tost, KA Wade-Benzoni
Business Ethics Quarterly 20 (2), 153-185, 2010
The prosocial side of power: How structural power over subordinates can promote social responsibility
LP Tost, HH Johnson
Organizational Behavior and Human Decision Processes 152, 25-46, 2019
Advice giving: A subtle pathway to power
M Schaerer, LP Tost, L Huang, F Gino, R Larrick
Personality and Social Psychology Bulletin 44 (5), 746-761, 2018
Blame the shepherd not the sheep: Imitating higher-ranking transgressors mitigates punishment for unethical behavior
CW Bauman, LP Tost, M Ong
Organizational Behavior and Human Decision Processes 137, 123-141, 2016
Perceiving social inequity: When subordinate-group positioning on one dimension of social hierarchy enhances privilege recognition on another
AS Rosette, LP Tost
Psychological Science 24 (8), 1420-1427, 2013
Noblesse oblige emerges (with time): Power enhances intergenerational beneficence
LP Tost, KA Wade-Benzoni, HH Johnson
Organizational Behavior and Human Decision Processes 128, 61-73, 2015
The dynamic interaction of context and negotiator effects: A review and commentary on current and emerging areas in negotiation
M Li, L Plunkett Tost, K Wade‐Benzoni
International Journal of Conflict Management 18 (3), 222-259, 2007
Cooperation in multicultural negotiations: How the cultures of people with low and high power interact.
S Kopelman, AE Hardin, CG Myers, LP Tost
Journal of Applied Psychology 101 (5), 721, 2016
The reality and myth of sacred issues in negotiations
AE Tenbrunsel, KA Wade‐Benzoni, LP Tost, VH Medvec, LL Thompson, ...
Negotiation and Conflict Management Research 2 (3), 263-284, 2009
Pushing the boundaries: A review and extension of the psychological dynamics of intergenerational conflict in organizational contexts
LP Tost, M Hernandez, KA Wade-Benzoni
Research in Personnel and Human Resources Management 27, 93-147, 2008
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