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Liliya Cushenbery

Assistant Professor, Management

PhD, Penn State University

Office:  256 Harriman Hall


Research Interests: Leadership, Innovation, Teams

Teaching Interests: MBA 506: Leadership, Teams, and Communication MBA 592: Organizational Behavior

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  • Biography

    Biography of Liliya Cushenbery

    Dr. Lily Cushenbery is an Assistant Professor of Management at Stony Brook University and the director of the Leadership & Creativity Research Lab. Her work in leadership, innovation, and conflict applies science-based approaches to practical organizational problems. Her research focuses on 1) the process by which leaders overcome failures and 2) the dynamics of innovative teams. Her primary research examines the consequences of leader mistakes and mistake recovery on leader-follower relationships. Her innovation research includes constructs such as team member influence, team climate, and malevolence. Dr. Cushenbery’s consulting clients include the North Atlantic Treaty Organization (NATO), Del Monte Foods, Big Heart Pet Brands, PNC Bank, and Gold Coast Bank. Prior to joining Stony Brook, Dr. Cushenbery was a Post Doctoral Research Fellow at the International Center for the Study of Terrorism, where she studied the process of terrorist deradicalization for a grant from the Office of Naval Research. She holds a Ph.D. in Industrial-Organizational Psychology from Penn State University and a B.A. in Psychology from California State University, Fresno. For more information, please visit

  • Education


    SchoolDegreeMajorDate CompletedDistinction
    Penn State UniversityPhDIndustrial-Organizational Psychology2012
    Penn State UniversityMSIndustrial-Organizational Psychology2010
    California State University, FresnoBAPsychology2007
  • Scheduled Teaching

    Scheduled Teaching

    Course NamePrefixNumberSectionCreditsLevelSemesterYear
    Leadership, Team EffectivenessMBA50623GraduateSpring2019
    Organizational BehaviorMBA59213GraduateSpring2019
    Leadership, Team EffectivenessMBA50623GraduateFall2018
    Leadership, Team EffectivenessMBA50633GraduateFall2018
    Leadership, Team EffectivenessTMP543S801.5GraduateFall2018
    Leadership, Team EffectivenessTMP543S811.5GraduateFall2018
    Organizational BehaviorTMP544801.5GraduateFall2018
    Organizational BehaviorTMP544811.5GraduateFall2018
    Technology & EntrepreneurshipTMP598801.5GraduateFall2018
    Technology & EntrepreneurshipTMP598811.5GraduateFall2018
    Leadership, Team EffectivenessMBA50613GraduateSpring2018
    Leadership, Team EffectivenessMBA50623GraduateSpring2018
    Leadership, Team EffectivenessMBA50623GraduateFall2017
    Leadership, Team EffectivenessMBA50633GraduateFall2017
    Organizational BehaviorTMP544522GraduateFall2017
    Organizational BehaviorTMP544532GraduateFall2017
    Technology & EntrepreneurshipTMP598532GraduateFall2017
    Leadership, Team EffectivenessMBA50623GraduateSpring2017
    Organizational BehaviorMBA59233GraduateSpring2017
    Leadership, Team EffectivenessMBA50623GraduateFall2016
    Leadership, Team EffectivenessMBA50633GraduateFall2016
    Organizational BehaviorTMP544522GraduateFall2016
    Organizational BehaviorTMP544532GraduateFall2016
    Technology & EntrepreneurshipTMP598532GraduateFall2016
    Leadership, Team EffectivenessMBA50623GraduateSpring2016
    Organizational BehaviorMBA59223GraduateSpring2016
    Leadership, Team EffectivenessMBA50623GraduateFall2015
    Leadership, Team EffectivenessMBA50633GraduateFall2015
    Organizational BehaviorTMP544522GraduateFall2015
    Organizational BehaviorTMP544532GraduateFall2015
    Leadership, Team EffectivenessMBA50613GraduateSpring2015
    Leadership, Team EffectivenessMBA50623GraduateSpring2015
    Industry ProjectTMP547522GraduateFall2014
    Leadership, Team EffectivenessMBA50633GraduateFall2014
    Leadership/Team EffectivenessCER506S033GraduateFall2014
    Organizational BehaviorTMP544532GraduateFall2014
    Leadership, Team EffectivenessMBA50613GraduateSpring2014
    Leadership, Team EffectivenessMBA50623GraduateSpring2014
    Leadership/Team EffectivenessCER506S013GraduateSpring2014
    Leadership/Team EffectivenessCER506S023GraduateSpring2014
    Leadership, Team EffectivenessMBA50623GraduateFall2013
  • Publications


    TypeClassificationStatusTitleJournal NamePublisherVolIssuePageLink
    Book ChapterBasic or Discovery ScholarshipAcceptedIS Propaganda as a Precedent? Learning, Emulation and Imitation Amongst Other Extremist Groups after IS
    Book ChapterBasic or Discovery ScholarshipPublishedProposing a Multiple Pathway Approach to leading innovation: Single and dual leader approachesAcademic Press269-288
    Journal ArticleBasic or Discovery ScholarshipPublishedPerformance Feedback, Power Retention, and the Gender Gap in LeadershipLeadership Quarterly286721-740
    Journal ArticleBasic or Discovery ScholarshipPublishedTeam conflict dynamics: Implications of a dyadic view of conflict for team performance.Organizational Behavior and Human Decision Processes14258-70
    Journal ArticleBasic or Discovery ScholarshipPublishedWhy dual leaders will drive innovation: A conservation of resources solution to the paradox of exploration and exploitationJournal of Organizational Behavior
    Book ChapterBasic or Discovery ScholarshipPublishedTerrorism: Implications for OrganizationsEncyclopedia of Industrial and Organizational PsychologySage2nd
    Journal ArticleBasic or Discovery ScholarshipPublishedCreativity for Deliberate Harm: Malevolent Creativity and Social Information Processing TheoryThe Journal of Creative Behavior
    Book ChapterBasic or Discovery ScholarshipPublishedTools for the Process: Technology to Support Creativity and InnovationIGI Global374
    Journal ArticleBasic or Discovery ScholarshipPublishedIs being a jerk necessary for originality? Examining the role of disagreeableness in the sharing and utilization of original ideasJournal of Business and PsychologySpringer30621-639
    Journal ArticleApplied or Integration/Application ScholarshipPublishedReappraising the Brain Drain: Collaboration as a Catalyst for Innovation in I-O ResearchIndustrial and Organizational Psychology: Perspectives on Science and PracticeWiley Subscription Services, Inc.73347–351
    Book ChapterBasic or Discovery ScholarshipPublishedLeadership, innovation, and technology: The evolution of the creative processCreativity and Leadership in Science, Technology, and InnovationRoutledge81-110
    Journal ArticleBasic or Discovery ScholarshipPublishedMalevolent creativity in terrorist organizationsThe Journal of Creative Behavior472125–151
    Journal ArticleApplied or Integration/Application ScholarshipPublishedPartnerships in leading for innovation: A dyadic model of collective leadership. Industrial and Organizational Psychology: Perspectives on Science and PracticeBlackwell Publishing Ltd54424–428
    Journal ArticleBasic or Discovery ScholarshipPublishedHiring an innovative workforce: A necessary yet uniquely challenging endeavorHuman Resource Management ReviewJAI224303–322
    Book ChapterBasic or Discovery ScholarshipPublishedThe impact of technology on process-models of creativityTechnology for Creativity and Innovation: Tools, Techniques and ApplicationsIGI Global26-51
    Journal ArticleApplied or Integration/Application ScholarshipPublishedIndustrial-Organizational Psychology’s contribution to the fight against terrorismThe Industrial-Organizational Psychologist4955-59
    Journal ArticleBasic or Discovery ScholarshipPublishedFirst and ten leadership: A historiometric investigation of the CIP leadership modelThe Leadership QuarterlyJAI22170–91
    Book ChapterBasic or Discovery ScholarshipPublishedAssessments for Selection and Promotion of Police OfficersHandbook of Police PsychologyRoutledge193–210
    Journal ArticleApplied or Integration/Application ScholarshipPublishedLeading for innovation: Direct and indirect influencesAdvances in Developing Human ResourcesSAGE Publications133248-263
    Journal ArticleApplied or Integration/Application ScholarshipPublishedManaging an undergraduate research labThe Industrial-Organizational Psychologist48118-121
    Book ChapterBasic or Discovery ScholarshipPublishedA multilevel consideration of leader errorsInformation Age Publishing405–443
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