Becky Reichard is an associate professor in the Division of Behavioral and Organizational Sciences at Claremont Graduate University. At CGU, she directs LeAD Labs, a lab that brings together theory, research, and application of leadership evaluation, assessment, and development. Her research focuses on leadership evaluation, assessment, and development and is characterized by research rigor and impact, application, and collaboration.
She earned her PhD in management from the University of Nebraska-Lincoln, her MS in industrial and organizational psychology from Missouri State University, and her BS in psychology from Missouri Western State University. Reichard is an active member of the Academy of Management, Society of Industrial/Organizational Psychology, and is the past chair of the scholarship group for the International Leadership Association. She is on the editorial board of Journal of Leadership & Organizational Studies and Group & Organization Management. To date, Reichard has received $500,000 in grants and contracts, including a visiting scholar position at the University of Cape Town.
Reichard’s courses focus on two major learning goals: the mastery of the theory and research in the domain of study and the ability to apply that theory and research to real-world problems. She has taught introductory psychology, organizational psychology, industrial psychology, motivation and peak performance, positive organizational psychology, mentoring, leadership seminar, practical meta-analysis, and gender issues in the workplace. At CGU, she teaches courses in organizational behavior, positive leadership, and leader development, among others.
She has published more than 40 journal articles and book chapters on these applied research topics, including more than 10 with student co-authors. Her work has been published in top journals, including The Leadership Quarterly, Academy of Management Learning & Education, Organizational Behavior and Human Decision Processes, Journal of Managerial Psychology, and Consulting Psychology Journal, to name a few.
Co-authored with J. Yip, L. Trainor*, H. Black*, and L. Soto*. “Coaching new leaders: A relational process of integrating multiple identities.” Academy of Management Learning & Education, Forthcoming.
Co-authored with K.C. Cotter*. “Developing cultural competence through engagement in cross-cultural interactions.” Advances in Global Leadership 12, (2019): 49-78.
Co-authored with E. Middleton* and D.O. Walker*. “Developmental trajectories of leader identity: Effect of learning goal orientation.” Journal of Leadership and Organizational Studies 26, no. 4 (2019): 495-509.
Co-authored with T. Pitichat*, A. Kea-Edwards*, and E. Middleton*, et al. “Psychological capital for leader development.” Journal of Leadership and Organizational Studies 25, no. 1 (2018): 47-62.
Co-authored with S.K. Johnson, et al. “Mastery goal orientation and performance affect the development of leader efficacy during leader development.” Journal of Leadership and Organizational Studies 25, no. 1 (2018): 30-46.
Co-authored with D.O. Walker*, and E. Middleton*, et al. “Believing is becoming: The role of leader developmental efficacy in leader self-development.” Journal of Leadership and Organizational Studies 24, no. 2 (2017): 137-56.
Co-authored with L.L. Trainor* and K.L. Jensen*, et al. “Women’s leadership across cultures: Intersections, barriers, and leadership development.” In Cambridge Handbook on Psychology of Women, edited by F.M. Cheung and D.F. Halpern. Forthcoming.
Co-authored with J.E. Beck*. “Are your leaders ready to develop? Top three ways to help your leaders get the most out of your programs.” Leadership Excellence Essentials (2018).
Co-authored with L. Trainor*. “Women and leadership: Organizations’ responsibility for addressing gender differences.” SAGE Business Cases (2017).
Co-authored with J.E. Beck*. “Leader developmental readiness: Deconstructed and reconstructed.” In Leader Development Deconstructed, Annals of Theoretical Psychology, edited by M.G. Clark. Switzerland: Springer International, 2017.
Co-authored with Dayna O. Walker, et al. “Believing is becoming: The role of leader developmental efficacy in leader self-development.” Journal of Leadership & Organizational Studies. (2016).
Co-edited with Sara E. Thompson. “Leader developmental readiness: Pursuit of leadership excellence.” New Direction in Leadership (2016; vol. 149): Jossey-Bass.
Co-authored with Shawn A. Serrano, et al. “Engagement in Cultural Trigger Events in the Development of Cultural Competence.” Academy of Management Learning & Education 14, no. 4 (2015): 461–81.
Co-authored with Maren Dollwet and Joha Louw-Potgieter. “Development of Cross-Cultural Psychological Capital and Its Relationship with Cultural Intelligence and Ethnocentrism.” Journal of Leadership and Organizational Studies 21, no. 2 (2014): 150–64.
Co-authored with Maren Dollwet. “Assessing cross-cultural skills: Validation of a new measure of cross-cultural psychological capital.” International Journal of Human Resource Management25, no.12 (2014): 1669–96.
Co-authored with James B. Avey, et al. “Having the will and finding the way: A review and meta-analysis of hope at work.” Journal of Positive Psychology 8, no. 4 (2013): 292–304.
Co-authored with Gloria L. Sweida. “Gender stereotyping effects on entrepreneurial self-efficacy and high-growth entrepreneurial intention.” Journal of Small Business and Enterprise Development 20, no. 2 (2013): 296–313.
Co-authored with Shawn A. Serrano and Andrew J. Wefald. “Engaging followers at a distance: Leadership approaches that work.” In Exploring Distance in Leader-Follower Relationships: When Near is Far and Far is Near edited by Michelle C. Bligh and Ronald E. Riggio, 109–35. New York: Taylor & Francis, 2012.
*Co-author was a student when the research was conducted.
Training and Development