The Kenneth E. Clark Student Research Award recognized outstanding unpublished papers by undergraduate and graduate students. The award was named in memory of Kenneth Clark, a distinguished scholar and former president of CCL, and co-sponsored with the International Leadership Association (ILA). The winner received a cash award and an opportunity to present the award paper in a colloquium at the ILA Annual Conference.
The award program’s final year was 2024. This page celebrates those past winners.
Past Award Winners
2024: Karryna Madison
Rewrite the Recipe: A Gendered Examination of Social Exchange Theory in Leadership Research
2023: Hsuan-Che (Brad) Huang
“It’s All for Show” Performative Allyship as Saying One Thing but Doing Nothing by Leaders
2022: Suyang Ye & Teng Zhao
Investigating Boundary Conditions for Shared Leadership – Team Performance Relationship: A Team Leadership Coordination Perspective
2021: Steven Zhou
Patterns of Leadership Behavior: A Person-Centered Approach to Assessing Leadership Styles Across Gender and Level
2020: Sylvie Plante
Leading Innovation Using Social Capital in Public-Private Partnerships
2019: Samantha A. Penney
Fostering a Psychologically Healthy Workplace Through Leadership
2018: Min-Kyu Joo
Strategic Leadership of Female Middle Managers: How Do Female Middle Managers Benefit the Bottom Line?
2017: Aleka MacLellan
The Role of Leaders in Motivating Their Subordinates at Work
2016: Kyoung Yong Kim
Supportive Leadership: A Conditional Process Model Linking Leadership, Climate, and Horizontal Relationships Between Subordinates
2015: Deirdre P. Dixon
Staying Alive: The Experience of In Extremis Leadership
2014: Emily Grijalva
Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships
2013: Chenwei Liao
Divergent Effects of Leader-Member Exchange Differentiation on Individual and Group Outcomes: A Multilevel Analysis
2012: Taylor E. Sparks
‘What Do You Give Me?’ Versus ‘What Do You Mean to Me?’: Exploring the Impact of Ethical Leadership and Abusive Supervision on Employee Well-Being
2011: Brian C. Gunia
The Blame-Taker’s Dilemma: Actions and Reactions in the Wake of Organizational Failure
2010: Dong Liu
Founding CEOs’ Core Self-Evaluations and New Venture Performance: A Longitudinal Multilevel Analysis
2009: Marisa Adelman
The Relationship Between Dysfunctional Interpersonal Tendencies, Derailment Potential, and Turnover
2008: Hakan Ener
Leadership Experience and Organizational Learning
2007: Robyn L. Brouer
The Role of Political Skill in the Leadership Process-Work Outcomes Relationships
2006: Herman H. M. Tse
Understanding Leader-Follower and Team-Member Exchange Relationships in Teams: A Multilevel Investigation
2005: Franklin Kudo
Transformational Leadership Development in Adolescent Youth: Authoritative Parenting, and the Mediating Effect of Psychological Autonomy and Mastery Orientation
2004: Lisa A. Boyce
Propensity for Self-Development of Leadership Attributes: Understanding, Predicting, and Supporting Performance of Leader Self-Development
2003: Marie Dasborough
Cognitive Asymmetry in Employee Affective Reactions to Leadership Behaviors
2002: Nathan J. Hiller
Understanding and Measuring Shared Leadership in Work Teams
2001: Tomas R. Giberson
Embedding Leader Traits: Leadership’s Role
2000: Jeffrey C. Kohles
The Vision Integration Process: Leadership, Communication, and a Reconceptualization of Vision
About the International Leadership Association
The International Leadership Association is the professional home of a global community of leaders and leadership researchers, educators, and development specialists who believe that leadership is the key to a just and thriving future for all people. For more than 25 years, the ILA has advanced the study and practice of leadership by creating opportunities for members to connect and engage with one another to explore innovative ideas, create new resources, and multiply our collective impact. Learn more about the International Leadership Association.
At the Center for Creative Leadership, our drive to create a ripple effect of positive change underpins everything we do. For 50+ years, we’ve pioneered leadership development solutions for leaders at every level, from community leaders to CEOs. Consistently ranked among the top global providers of executive education, our research-based programs and solutions inspire individuals at every level in organizations across the world — including 2/3 of the Fortune 1000 — to ignite remarkable transformations.
At the Center for Creative Leadership, our drive to create a ripple effect of positive change underpins everything we do. For 50+ years, we’ve pioneered leadership development solutions for leaders at every level, from community leaders to CEOs. Consistently ranked among the top global providers of executive education, our research-based programs and solutions inspire individuals at every level in organizations across the world — including 2/3 of the Fortune 1000 — to ignite remarkable transformations.
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