Andrew M. Naber
By training, Andrew is an Industrial-Organizational Psychologist, whose research interests focus primarily on individual and team skill acquisition, performance metrics, leadership, culture, and workforce development. Previously, Andrew has worked across non-profit and commercial sectors. A dedicated mixed methodologist, Dr. Naber has designed, led, and executed lab and field research efforts in various roles to improve human-machine systems.
Andrew holds a Ph.D. in Industrial-Organizational Psychology from Texas A&M University, M.S. in Industrial-Organizational Psychology from Middle Tennessee State University, and B.A. from Gettysburg College.
Naber, A. M., Payne, S., & Webber, S. S (2018). The relative influence of trustor and trustee individual differences on peer assessments of trust. Personality and Individual Differences, 128, 62-68.
Naber, A. M., & Moffett, R. G. (2017). Follower moral reasoning influences perceptions of transformational leadership behavior. Journal of Applied Social Psychology, 47(2), 99-112.
McCausland, T. C., Li, J., & Naber, A. M. (2016) Assessing organizational culture. In The SAGE Encyclopedia of Industrial and Organizational Psychology, 2nd Edition. Ed. Steven G. Rogelberg. Thousand Oaks, NY: Sage Publications.
Jarrett, S. M., Glaze, R. M., Schurig, I., Muñoz, G. J., Naber, A. M., McDonald, J. N., … & Arthur Jr, W. (2016). The comparative effectiveness of distributed and colocated team after-action reviews. Human Performance, 29(5), 408-427.
Naber, A. M., McDonald, J. N., Arthur, W., Jr., & Asenuga, O. A. (2015). Team members’ interaction anxiety and team training effectiveness: A catastrophic relationship? Human Factors, 57, 163-176.
For more information about Andrew Naber’s publications, contact firstname.lastname@example.org.