In this mixed methods study accepted for publication in the Journal of Applied Behavioral Science, I find evidence that fifteen specific developmental experiences related to work are particularly helpful in clarifying people's professional Ideal Selves. 

In this qualitative analysis published in the Journal of Management Development, I show that there are several thematic differences in the Ideal Selves of management professionals at different stages in their careers. 

In this conceptual review published in the Journal of Management Development (co-authored with Richard Boyatzis), we integrate a wide range of research from the field of developmental psychology to highlight the underlying processes of change in people's aspirational professional vision for themselves.

In this conceptual paper currently under review, I synthesize both published and unpublished studies from around the world on managerial coaching to develop an integrative theory of managerial coach learning and development.  

In this conceptual review published in the Leadership & Organization Development Journal, I explain the tensions associated with managerial coaching from the perspective of the team member, and their effects on the leader-member relationship. 

In this qualitative study currently under review (co-authored with Melissa Intindola), interviews with 21 for-profit managers reveal the dynamics of leadership responsibility mindset development over the career span, highlighting some critical individual-level and contextual issues. 

In this multiple case study analysis published in the Academy of Management Proceedings (co-authored with Ronald Fry), we identify key characteristics of business leaders who prioritize innovations that benefit multiple stakeholders. 

In this scale development study published in the Journal of Organizational Change Management (co-authored with Richard Boyatzis), we develop and validate a new measure to capture the feeling of being in limbo in one's career or work life. 

In this conceptual review published in the Journal of Applied Behavioral Science (co-authored with Richard Boyatzis), we use a complexity theory perspective to make sense of some surprising findings in the field of organizational change studies to show how research and practice can benefit from incorporating non-linearity and non-normality.