Michael Palanski Headshot

Michael Palanski

Professor

Department of Management
Saunders College of Business

Office Location

Michael Palanski

Professor

Department of Management
Saunders College of Business

Education

BS, Grove City College; MA, Covenant Theological Studies; Ph.D., Binghamton University

Bio

Michael Palanski is an Associate Professor in Management and Zutes Faculty Fellow,, teaching Organizational Behavior, Leadership, and Business Ethics for undergraduate,, graduate, and executive students. He is also the program director for Management and, International Business. He holds a Ph.D. in Organizational Behavior and Leadership from the, State University of New York at Binghamton. He also holds a Master's Degree in, Theological Studies from Covenant Theological Seminary and a B.S. in Business Economics, from Grove City College. 

Palanski's research interests focus on leader development, and the effects of leading in multiple domains: at work, in the community, and with, friends and family. Prior to becoming a professor, he was a retail product manager and an, online banking specialist. An avid sports fan, he enjoys interacting with students both in, and out of the classroom.


Areas of Expertise

Select Scholarship

Invited Article/Publication
Vidovic, M., Hammond, M., & Palanski, M. (2021). Teaching Virtual and Cross-Cultural Collaborations: Exploring Experiences of Croatia- and U.S.-Based Undergraduate Students. Journal of Management Education. . .
Palanski, M., Thomas, J., Hammond, M., Lester, G., & Clapp-Smith, R. (2021). Being a leader and doing leadership: The cross-domain impact of family and friends on leader identity and leader behaviors at work. Journal of Leadership and Organizational Studies. . .
Palanski, M., Newman, A., & Leroy, H. (2019). Quantitative research on leadership and business ethics: Examining the state of the field and an agenda for future research. Journal of Business Ethics. . .
Clapp-Smith, R., Hammond, M., Vogelgesang Lester, G., & Palanski, M. (2019). Promoting identity development in leadership education: A multi-domain approach to developing the whole leader.. Journal of Management Education. . .
Palanski, M., Vogelgesang Lester, G., Hammond, M., & Clapp-Smith, R. (2017). Whole person leadership :Leading in the workplace...and beyond. Organizational Dynamics. . .
Hammond, M., Clapp-Smith, R., & Palanski, M. (2017). Beyond (just) the workplace: A theory of leadership development across multiple domains.. Academy of Management Review. . .
Palanski, M., Vogelgesang Lester, G., Clapp-Smith, R., & Hammond, M. (2016). An enrichment/impairment perspective on leading in multiple domains: The impact on leader/follower well-being and stress.. Research in Organizational Stress and Well Being. . .
Eubanks, D., Palanski, M., Olabisi, J., Joinson, A., & Dove, J. (2016). Team dynamics in virtual, partially distributed teams: Optimal role fulfillment.. Computers in Human Behavior. . .
Palanski, M., Cullen, K., Gentry, W., & Nichols, C. (2015). Virtuous Leadership: Exploring the Effects of Leader Courage and Behavioral Integrity on Leader Performance and Image. Journal of Business Ethics. . .
Bull Schaefer, R., & Palanski, M. (2014). Emotional Contagion at Work: An In-Class Experiential Activity. Journal of Management Education. 38. 533-559.
Eubanks, D., Palanski, M., Hammond, M., Olabisi, J., & Swart, J. (2014). Creativity in Early and Established Career: Insights into Multi-Level Drivers from Nobel Prize Winners. Journal of Creative Behavior. . .
Simons, T., Palanski, M., & Trevino, L. (2013). Toward a broader - but still rigorous - definition of leader integrity: Commentary. Leadership Quarterly. . .
Palanski, M., Avey, J., & Jiraporn, N. (2013). The Effects of Ethical Leadership and Abusive Supervision on Job Search Behaviors in the Turnover Process. Journal of Business Ethics. . .
Palanski, M., (2012). Forgiveness and reconciliation in the workplace: A multi-level perspective and research agenda.. Journal of Business Ethics. . 275-287..
Avey, J., Wernsing, T., & Palanski, M. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership.. Journal of Business Ethics. 107. 21-34.
Leroy, H., Palanski, M., & Simons, T. (2012). Authentic leadership and behavioral integrity as drivers of follower commitment and performance.. Journal of Business Ethics. 107. 255-264.
Palanski, M., & Vogegesang, G. (2011). The effects of leader behavioural integrity on creative thinking and risk taking... Canadian Journal of Administrative Sciences. . 259-269.
Palanski, M., & Yammarino, F. (2011). Impact of behavioral integrity on follower job performance: A three-study examination.. Leadership Quarterly. . 765-786.
Clarcq, J., DeMartino, R., & Palanski, M. (2011). George C. Marshall: An enduring model of leadership effectiveness.. Journal of Character and Leadership Integration. . 17-34.
Avey, J., Palanski, M., & Walumbwa, F. (2011). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behaviors.. Journal of Business Ethics. . 573-582.
Palanski, M., Kahai, S., & Yammarino, F. (2011). Team virtues and performance: An examination of transparency, behavioral integrity, and trust.. Journal of Business Ethics. . 201-216.
Markham, S., Yammarino, F., Murray, W., & Palanski, M. (2010). Leader-member exchange, shared values, and performance: What matters are agreement and levels of analysis.. Leadership Quarterly. 21. 469-480.
Palanski, M., & Yammarino, F. (2009). Integrity and leadership: A multi-level conceptual model. Leadership Quarterly. 20. 405-420.
Palanski, M., & Yammarino, F. (2007). Integrity and Leadership: Clearing the Conceptual Confusion. European Management Journal. 25. 171-184.
Invited Keynote/Presentation
Palanski, M., DiFonzo, N., & Barclay, L. (2020). Forgiveness in the Workplace: An Identity-based Perspective. Academy of Management Conference.
Hammond, M., Palanski, M., Lenhardt, J., & Vidovic, M. (2018). Cross-cultural virtual team projects. Lilly Conference for College and University Teaching and Learning.
Palanski, M., Clapp-Smith, R., Thomas, J., Hammond, M., & Vogelgesang Lester, G. (2018). Cross-domain antecedents of leader behaviors at work: An examination of leader identity.. Academy of Management Annual Conference.
Palanski, M., Clay, D., Hammond, M., Clapp-Smith, R., & Vogelgesang Lester, G. (2017). Leader Behavioral Integrity and Effectiveness: A Multi-Domain Investigation. European Association of Work and Organizational Psychology.
Hammond, M., Clapp-Smith, R., & Palanski, M. (2016). A theory of leader development across multiple domains. Academy of Management, Annual Meeting.
Palanski, M., Vogelgesang Lester, G., Hammond, M., Clapp-Smith, R., & Palanski, M. (2015). Leader identity across domains: Exploring self-other agreement at work, at home, and in community organizations.. European Association of Work and Organizational Psychology.
Palanski, M., Babik, D., & Ford, E. (2014). Mobius SLIP: Anonymous, peer-reviewed writing.. Organizational Behavior Teaching Conference.
Hammond, M., Clapp-Smith, R., & Palanski, M. (2014). An exploration of multi-domain leadership.. Academy of Management Meeting-August.
Avey, J., Mayer, D., Simons, T., & Palanski, M. (2014). What happens to employee behavior when ethical leaders do not practice what they preach?. Academy of Management Meeting-August.
Dineen, L., Hammond, M., Palanski, M., & Clapp-Smith, R. (2014). The leader I see versus the leader you see: The relationship between self-other agreement of leadership identity and leadership outcomes.. Irish Academy of Management.
Palanski, M., Cullen, K., Gentry, W., & Bruha, C. (2013). Is Behavioral Integrity an Antecedent to Leader Courage?. Academy of Management, Annual Meeting.
Palanski, M., Eubanks, D., Oguntebi, J., Joinson, A., & Dove, J. (2012). The emergence of leadership and team roles in a virtual environment: An invesitgation of teams seperated by The Pond. Southern Management Association.
Bull Schaefer, R., & Palanski, M. (2012). Emotions at work. Organizational Behavior Teaching Conference.
Palanski, M., (2011). Forgiveness and reconciliation as responses to interpersonal conflict in the workplace: A multi-level perspective and research agenda.. Southern Management Association.
Palanski, M., Avey, J., & Wernsing, T. (2011). Exploring the process of ethical leadership: The mediating role of employee voice and ownership. Academy of Management Annual Meeting.
Palanski, M., Eubanks, D., Swart, J., Hammond, M., & Oguntebi, J. (2010). Stars of creativity: An investigation of multi-level processes.. Creativity and Leadership in Science, Technology, and Innovation Workshop, Gothenberg, Sweden..
Palanski, M., Avey, J., & Walumbwa, F. (2010). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behaviors.. Academy of Management conference, Montreal, Quebec, Canada.
Palanski, M., Kahai, S., & Yammarino, F. (2010). Team virtues and performance: An examination of transparency, behavioral integrity, and trust.. Southern Management Association.
Palanski, M., Avey, J., & Jiraporn, N. (2010). The effects of ethical leadership and abusive supervision on job search behaviors in the turnover process.. Southern Management Association.
Palanski, M., & Vogelgesang, G. (2009). The effects of leader behavioral integrity on follower creativity.. Society for Industrial and Organizational Psychology.
Palanski, M., & Yammarino, F. (2009). WHEN BEHAVIORAL INTEGRITY HURTS: THE NEGATIVE EFFECTS OF BEHAVIORAL INTEGRITY ON LEADER JOB PERFORMANCE. Academy of Management Annual Meeting.
Palanski, M., (2008). Development of the Behavioral Frequency Integrity Scale as an alternative method for measuring behavioral integrity.. Academy of Management Annual Meeting.
Palanski, M., (2008). Need for integration as an alternative way of thinking about spiritual leadership.. Academy of Management Annual Meeting.
Palanski, M., & Douglas, S. (2007). Responses to interpersonal conflict in the workplace: Revenge, forgiveness and reconciliation from a dyadic perspective. Academy of Management Annual Meeting.
Palanski, M., & Knerr, C. (2007). Moral inversion and the rise of the â¬Sismsâ¬�.. Vision and Values, Grove City College.
Palanski, M., & Jiraporn, N. (2007). The application of intuitive and utility-based decision making in the voluntary turnover process. Academy of Management Annual Meeting.
Palanski, M., & Carroll, E. (2006). The role of behavioral integrity as an antecedent to leader emergence. Academy of Management Annual Meeting.
Palanski, M., & Jaussi, K. (2006). Turnover in high-performing employees: Do antecedents depend on age?. Society for Industrial and Organizational Psychology.
Palanski, M., (2006). Integrity: Clearing the conceptual confusion. Academy of Management Annual Meeting.
Full Length Book
(2017). Encyclopedia of Business and Professional Ethics. Palanski, M.,
(2017). Handbook on Age Diversity and Work.. Hammond, M., Vogelgesang Lester, G., Clapp-Smith, R., & Palanski, M.
(2013). Creativity and Leadership in Science, Technology, and Innovation. Eubanks, D., Palanski, M., Swart, J., Hammond, M., & Oguntebi, J.
Book Chapter
(2017). Leadership Integrity. Encyclopedia of Business and Professional Ethics. Palanski, M.,
(2017). Age diversity and leadership: Enacting and developing leadership for all ages.. Handbook on Age Diversity and Work.. Hammond, M., Vogelgesang Lester, G., Clapp-Smith, R., & Palanski, M.
(2013). Time to create: Pathways to earlier and later creative discoveries in Nobel Prize winners.. Creativity and Leadership in Science, Technology, and Innovation. Eubanks, D., Palanski, M., Swart, J., Hammond, M., & Oguntebi, J.

Currently Teaching

INTB-300
3 Credits
This course explores the key implementation issues facing global businesses and those firms wishing to expand into the global arena. An emphasis is placed on issues related to the topic of culture. The course examines its impact on management, individuals, groups, and how it affects organizational performance. Leadership styles, in the cross-cultural context, will be deconstructed as will communication, decision-making, negotiation, and motivation.
MGMT-340
3 Credits
This course applies concepts of ethics to business at the macro level and at the micro level. At the macro level the course examines competing business ideologies exploring the ethical concerns of capitalism as well as the role of business in society. At the micro level the course examines the role of the manager in establishing an ethical climate with an emphasis on the development of ethical leadership in business organizations. The following topics are typically discussed: the stakeholder theory of the firm, corporate governance, marketing and advertising ethics, the rights and responsibilities of employees, product safety, ethical reasoning, business's responsibility to the environment, moving from a culture of compliance to a culture of integrity, and ethical leadership.
MGMT-758
3 Credits
Special topics seminars offer an in-depth examination of current events, issues and problems unique to management. Specific topics will vary depending upon student and faculty interest and on recent events in the business world. Seminar topics for a specific semester will be announced prior to the course offering. These seminars may be repeated for credit since topics normally vary from semester to semester. (Depends on topic)
MGMT-775
3 Credits
This course is designed to equip business practitioners with scientifically supported frameworks and methods for recognizing, analyzing, deciding on, and implementing ethical courses of action in business. Selected topics include stakeholders needs analysis, the science of decision-making, corporate social performance, issues involved with emerging technologies, and doing business in a global context.
MGMT-801
1 Credits
This course is a continuation of MGMT-800. Leadership Development II requires student to explore and expand their potential as leaders. Through self and peer assessment, one-on-one coaching, career counseling, and written assignments, students develop leadership goals and create a plan to realize those goals. Students arrange individual counseling sessions with a leadership coach.

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