Prof. Mayowa Babalola, PhD
Organizational Psychologist & Researcher
About
Mayowa Babalola, PhD
Bio
Professor Mayowa Babalola holds the Stan Perron Chair in Business Ethics at The University of Western Australia Business School. He received his Ph.D. in Psychology from the University of Leuven (KU Leuven), Belgium, and since then, he has held faculty positions in different parts of the world, including Australia, Europe, the Middle East, and Central Asia.
Mayowa’s research focuses primarily on leadership, behavioral ethics, and organizational health. Specifically, his research program revolves around understanding how to make organizations behave more ethically and build a more productive, healthier, and committed workforce. His work has appeared in top business and management journals, including the Journal of Management, Journal of Applied Psychology, Personnel Psychology, Journal of Management Studies, Human Relations, Journal of Organizational Behavior, and Journal of Business Ethics, and currently serves on the Editorial Board of the Journal of Management.
In 2019, his work on how to prevent abusive supervision in the workplace received the Best Paper with Outstanding Practical Implications for Management Award at the Academy of Management conference, held in Boston, USA.
With extensive experience and knowledge gained through living and working in different parts of the world and consulting for organizations, Mayowa is well-equipped to share his expertise with organizations looking to improve their performance. He is passionate about helping organizations transform from Good to Outstanding by sharing practical insights and best practices tailored to their specific needs.
Research Interests
My program of research revolves around understanding how to make organizations behave more ethically and build a more productive, healthier, and committed workforce. In order to address this broad agenda, focus on two interrelated research streams: (1) Leadership and Ethics and (2) Money matters (i.e., the financial side of things). In the first research stream, I investigate how (un)ethical leaders emerge, evolve, and develop, and their role in creating and promoting effective organizational functioning. In my second research stream, I try to understand why and when money matters (viz., bottom-line mentalities, financial insecurity) influence individuals’ attitudes and workplace behaviors.
Publications
https://scholar.google.com/citations?user=fj5f25gAAAAJ&hl=en&oi=ao
Babalola, M.T, Kwan, H.K, Ren, S., Agyemang‐Mintah, P., Chen, H., & Li, J. (2021). Being Ignored by loved ones: Understanding when and why family ostracism inhibits creativity at work. Journal of Organizational Behavior. (ABDC A*; ABS Ranking 4; Impact Factor = 5.000).
Babalola, M.T., Ren, S., Ogbonnaya, C., Riisla, K., Soetan, G., & Gok. K. (2021). Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning. Human Relations. (ABDC A*; FT 50, ABS Ranking 4; Impact Factor = 3.632).
Usman, M., Ali, M., Ogbonnaya, C., & Babalola, M. T. (2021). Fueling the intrapreneurial spirit: Understanding how spiritual leadership motivates employee intrapreneurial behaviors. Tourism Management. (ABDC Ranking A*; ABS Ranking 4; Impact Factor = 7.432).
Ogbonnaya, C., & Babalola, M. T. (2020). A closer look at how managerial support can help improve patient experience: Insights from UK’s National Health Service. Human Relations. (ABDC Ranking A*; FT 50, ABS Ranking 4; Impact Factor = 3.632).
Ali, M., Aziz, S., Pham, N. T., Babalola, M.T., & Usman, M. (2020). A positive human health perspective on how spiritual leadership weaves its influence on employee safety performance: The role of safety passion. Safety Science. (ABDC A; Impact Factor = 4.105)
Greenbaum, R. L., Babalola, M.T., Quade, M. J., Guo, L., & Kim, Y. C. (2020). The moral burden of bottom-line pursuits: How and when perceptions of top management’s bottom-line mentality inhibit supervisors’ ethical leadership practices. Journal of Business Ethics. (ABDC Ranking A; FT 50, ABS Ranking 3; Impact Factor = 4.141).
Babalola, M.T., Mawritz, M. B., Greenbaum, R. L., Ren, S., & Garba, O. A. (2020). Whatever it takes: How and when supervisor bottom-line mentality motivates employee contributions in the workplace. Journal of Management. (ABDC Ranking A*; FT 50, ABS Ranking 4*; Impact Factor = 8.880).
Christensen, A. L., Walumbwa, F. O., Babalola, M.T., Guo, L., & Miseti, E. (2020). A multilevel analysis of the relationship between ethical leadership and ostracism: The roles of relational climate, employee mindfulness, and work unit structure. Journal of Business Ethics. (ABDC Ranking A; FT 50, ABS Ranking 3; Impact Factor = 4.141).
Christensen-Salem, A., Walumbwa, F. O., Hsu, I., Misati, E.,* Babalola, M.T., & Kim, K. (2020). Unmasking the creative self-efficacy–creative performance relationship: The roles of thriving at work, perceived work significance, and Task Interdependence. International Journal of Human Resource Management. (ABDC Ranking A; ABS Ranking 3; Impact Factor = 3.040)
Babalola, M.T., Greenbaum, R. L., Armanani, R. K., Shoss, M. K., Deng, Y., Garba, O. A., & Guo, L. (2019). A business frame perspective on why perceptions of top management’s bottom-line mentality results in employees’ good and bad behaviors. Personnel Psychology. (ABDC Ranking A*; ABS Ranking 4; Impact Factor = 6.571)
Babalola, M.T., Ren, S., Kobinah, T., Qu, Y. E., Garba, O. A., & Guo, L. (2019). Negative workplace gossip: Its impact on customer service performance and moderating roles of trait mindfulness and forgiveness. International Journal of Hospitality Management. (ABDC Ranking A*; ABS Ranking 3; Impact Factor = 6.701).
Klein, R. A., Vianello, M., Hasselman, F., Adams, B. G.,...Babalola, M.T.,... & Batra, R. (2018). Many Labs 2: Investigating variation in replicability across samples and settings. Advances in Methods and Practices in Psychological Science, 1(4), 443-490.
Babalola, M.T., Stouten, J., Euwema, M., & Ovadje, F. (2018). The relation between ethical leadership and workplace conflicts: The mediating role of employee resolution efficacy. Journal of Management, 44, 2037-2063. (ABDC Ranking A*; FT 50, ABS 4*; Impact Factor = 8.880).
Guo, L., Decoster, S., Babalola, M.T., De Schutter, L., Garba, O. A., & ††Riisla, K. (2018). Authoritarian leadership and employee creativity: The moderating role of psychological capital and the mediating role of fear and defensive silence. Journal of Business Research, 92, 219-230. (ABDC Ranking A; ABS Ranking 3; Impact Factor = 4.874).
Garba, O. A., Babalola, M.T., & Guo, L. (2018). A social exchange perspective on why and when ethical leadership foster customer-oriented citizenship behavior. International Journal of Hospitality Management, 70, 1-8. (ABDC RankingA*; ABS Ranking 3; Impact Factor = 6.701).
Babalola, M. T., Bligh, M., Ogunfowora, B., Guo, L., & Garba, O. A. (2017). The mind is willing, but the situation constrains: Why and when leader conscientiousness relates to ethical leadership. Journal of Business Ethics. (ABDC Ranking A; FT 50, ABS Ranking 3; Impact Factor = 4.141).
Babalola, M.T., Stouten, J., Camps, J., & Euwema, M. (2017). When do ethical leaders become less effective? The moderating role of perceived leader ethical conviction on employee discretionary reactions to ethical leadership, 154, 85-102. Journal of Business Ethics. (ABDC Ranking A; FT 50, ABS Ranking 3; Impact Factor = 4.141).
Babalola, M.T., Stouten, J., & Euwema, M. (2014). Frequent change and turnover intention: The moderating role of ethical leadership, 134, 311-322. Journal of Business Ethics. (ABDC Ranking A; FT 50, ABS Ranking 3; Impact Factor = 4.141)