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Mayowa T. Babalola

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Mayowa T. Babalola

PhD, University of Leuven, Belgium, Associate Professor of Organizational Behavior & Human Resources

Research interests

Management/HRM

Subject areas

Contact

Email: mayowa.babalola@nu.edu.kz

Dr. Mayowa Babalola is an Associate Professor at Nazarbayev University Graduate School of Business. He received his PhD in Psychology from the University of Leuven (KU Leuven), Belgium. Since then, he has held faculty positions in the areas of Organizational Behavior & Human Resource Management at the Australian Catholic University (Melbourne), NEOMA Business School in France, and United Arab Emirates University in the Middle East.

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 Journal of Management (Ranked ABS 4*, FT50), Personnel Psychology (ABS 4), Human Relations (ABS 4, FT50), and Journal of Business Ethics (ABS 3, FT50), and currently serves on the Editorial Boards of the Journal of Management and Journal of Business Ethics. 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.

Having lived and worked in different continents including Africa, Australia, Europe, and the Middle East and conducted research in these contexts and other contexts including Asia and North America, he is readily available to share his experience and expertise with organizations and help them transform from Good to Outstanding.

  1. Babalola, M.T., Ren, S., Ogbonnaya, C., Riisla, K., Soetan, G., & Gok. K. (in press). Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning. Human Relations. (Ranking: ABDC A*; ABS 4; FT 50; Impact Factor = 3.632).
  2. Usman, M., Ali, M., Ogbonnaya, C., & Babalola, M. T (2020). Fueling the intrapreneurial spirit: Understanding how spiritual leadership motivates employee intrapreneurial behaviors. Tourism Management. (Ranking: ABDC A*; ABS 4; Impact Factor = 7.432).
  3. 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. (Ranking: ABDC A*; ABS 4; FT 50; Impact Factor = 3.632).
  4. 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 harmonious safety passion. Safety Science. (Ranking: ABDC A; Impact Factor = 4.105)
  5. 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. (Ranking: ABDC A; FT 50, Impact Factor = 4.141).
  6. 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. (Ranking: ABDC A*; ABS 4*; FT 50; Impact Factor = 8.880).
  7. 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. (Ranking: ABDC A; ABS 3; FT 50, Impact Factor = 4.141).
  8. 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. (Ranking: ABDC Ranking A; ABS 3; Impact Factor = 3.040)
  9. 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. (Ranking: ABDC A*; ABS 4; Impact Factor = 6.571)
  10. 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. (Ranking: ABDC A*; ABS 3; Impact Factor = 6.701).
  11. 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.
  12. 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. (Ranking: ABDC A*; ABS 4*; FT 50, Impact Factor = 8.880).
  13. †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. (Ranking: ABDC A; ABS 3; Impact Factor = 4.874).
  14. +Equal Contribution
  15. †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. (Ranking: ABDC A*; ABS 3; Impact Factor = 6.701).
  16. 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. (Ranking: ABDC A; ABS 3; FT 50, Impact Factor = 4.141).
  17. 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. (Ranking: ABDC A; ABS 3; FT 50, Impact Factor = 4.141).
  18. 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. (Ranking: ABDC A; ABS 3; FT 50, Impact Factor = 4.141)

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, I 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 effective 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, family financial pressure) influence employees’ attitudes and workplace behaviors.

Leadership