Donald Gibson

Dean of the O'Malley School of Business

Dean, School of Business

Donald E. Gibson, Ph.D. is dean of the O'Malley School of Business and Professor of Management and Marketing. Don's previous leadership roles were as vice provost for academic affairs and dean of the Dolan School of Business at Fairfield University. His research examines emotions in the workplace (and anger in particular), mentoring and role modeling, and conflict management. He has articles published in a range of leading journals, including Organization Science, Journal of Management, and Academy of Management Perspectives, and a book for practicing managers, Managing Anger in the Workplace. Gibson received his MBA and Ph.D. from UCLA, and was previously a professor in organizational behavior at Yale. He also has served as program chair and executive director of the International Association for Conflict Management. Prior to entering academia, Gibson worked in the entertainment industry in Los Angeles, distributing motion picture and television product for Lorimar Productions.


Ph.D., Management, University of California, Los Angeles

MBA, Management, University of California, Los Angeles

MA, Radio and Television, San Francisco State University

BS, Administrative Studies, University of California, Riverside

  • Publications and Scholarly Activities

    Peer-Reviewed Journal Articles

    • Geddes, D., Callister, R., & Gibson, D. E. 2018 Forthcoming. “A Message in the Madness: Functions of Workplace Anger in Organizational Life.” Academy of Management Perspectives. doi:10.5465/amp.2016.0158
    • Callister, R., Geddes, D., & Gibson, D. E. 2017. “When is Anger Helpful or Hurtful? Status and Role Impact on Anger Expression and Outcomes.” Negotiation and Conflict Management Research. Vol. 10(2), pp. 69-87. 
    • Mainiero, L. A., & Gibson, D. E. 2017. “The Kaleidoscope Career Model Revisited: How Midcareer Men and Women Diverge on Authenticity, Balance, and Challenge. Journal of Career Development. DOI: 10.1177/0894845317698223; pp. 1-17.
    • Zhang, Q., & Gibson, D. E. 2014. “Psychological Reactance and Verbal Defensiveness in the Workplace: The Effects of Perceived Face Threat and Interactional Justice in Supervisor Requests” Iowa Journal of Communication, Vol. 46(2), pp. 138-158.
    • Zhang, Q., & Gibson, D. E. 2013. “Employee Happiness and Compliance with Supervisor Requests: The Effects of Supervisor Caring and Interactional Justice.” Pennsylvania Communication Annual. Vol. 69, pp. 61-82.
    • Barsade, S., & Gibson, D. E. 2012. “Group Emotion.” Current Directions in Psychological Science. Vol. 21(2), pp. 119-123.
    • Coget, J. F., Haag, C., & Gibson, D. E. 2011. “Anger and Fear in Decision-Making: The Case of Film Directors on Set.” European Management Journal, Vol. 29, pp. 476-490.              
    • Gibson, D. E., & Lawrence, B. S. 2010. “Women’s and Men’s Career Referents: How Gender Composition and Comparison Level Shape Career Expectations.” Organization Science, Vol. 21(6), pp. 1159-1175.
    • Gibson, D. E., & Callister, R. R. 2010. “Anger in Organizations: Review and Integration.” Journal of Management, Vol. 36(1), pp. 66-93.
    • Gibson, D. E., Schweitzer, M., Callister, R., & Gray, B. 2009.  “The Influence of Anger Expressions on Perceived Outcomes in Organizations.” Negotiation and Conflict Management Research, Vol. 2(3), pp. 236-262.
    • Mainiero, L., Gibson, D. E., & Sullivan, S. 2008. “Retrospective Analysis of Gender Differences in Reaction to Media Coverage of Crisis Events: New Insights on the Justice and Care Orientations.” Sex Roles, Vol. 58(7-8), pp. 556-566.
    • Schweitzer, M. E. & Gibson, D. E. 2008. “Fairness, Feelings, and Ethical Decision Making: Consequences of Violating Community Standards of Fairness.” Journal of Business Ethics, Vol. 77(3), pp. 287-301.
    • Barsade, S. G. & Gibson, D. E. 2007. “Why Does Affect Matter in Organizations?” Academy of Management Perspectives, Vol. 21(1), pp. 36-59.
    • Gibson, D. E. 2006. “Emotional Episodes at Work: An Experiential Exercise in Feeling and Expressing Emotions.” Journal of Management Education, Vol. 30(3), pp. 477-500.
    • Schweitzer, M. E., DeChurch, L., & Gibson, D. E. 2005. “Conflict Frames and the Use of Deception: Are Competitive Negotiators Less Ethical?” Journal of Applied Social Psychology, Vol. 35(10), pp. 2123-2149.
    • Bhattacharya, M., Gibson, D. E., & Doty, D. H. 2005. “Human Resources and Competitive Advantage: The Effects of Skill, Behavior and HR Practice Flexibility on Firm Performance.” Journal of Management, Vol. 31(4), pp. 622-640.
    • Gibson, D. E. 2004. “Role Models in Career Development: New Directions for Theory and Research.” Journal of Vocational Behavior. Vol. 65(1), pp. 134-156.
    • Gibson, D. E. & Schroeder, S. 2003. “Who ought to be Blamed? The Effect of Organizational Roles on Blame and Credit Attributions” International Journal of Conflict Management.  Vol. 14(2), pp. 95-117.
    • Gibson, D. E. 2003. “Developing the Professional Self-Concept: Role Model Construals in Early, Middle, and Late Career Stages.” Organization Science, Vol. 14(5), pp. 591-610.
    • Mainiero, L. A. & Gibson, D. E. 2003. “Managing Employee Trauma: Dealing with the Emotional Fallout from 9-11.” Academy of Management Executive, Vol. 17(3), pp. 130-143.
    • Gibson, D. E. & Barron, L. M. 2003. “Exploring the Impact of Role Models in Older Employees.” Career Development International, Vol. 8(4), pp. 198-209.
    • Gibson, D. E. & Barsade, S. G. 2003. “Managing Organizational Culture Change: The Case of Long-Term Care.” Journal of Social Work in Long-Term Care, Vol. 2(1,2), pp. 11-34. 
    • Gibson, D. E. 1994. “Humor Consulting: Laughs for Power and Profit in  Organizations.” International Journal of Humor Research, 7: 403-428.