I am an Assistant Professor of Management at Stony Brook University and the director of the Leadership & Creativity Research Lab. My work in leadership, innovation, and conflict applies science-based approaches to practical organizational problems. My research focuses on 1) the process by which leaders overcome failures and 2) the dynamics of innovative teams. My primary research examines the consequences of leader mistakes and mistake recovery on leader-follower relationships. My innovation research includes constructs such as team member influence, team climate, and malevolence. My research has been published in The Leadership QuarterlyAdvances in Developing Human ResourcesHuman Resource Management Review, and The Journal of Creative Behavior.

Prior to joining Stony Brook, I was a Post Doctoral Research Fellow at the International Center for the Study of Terrorism, where I studied the process of terrorist deradicalization for a grant from the Office of Naval Research. My consulting clients include the North Atlantic Treaty Organization (NATO), Del Monte Foods, PNC Bank, and both US and UK government defense agencies. I hold a Ph.D. in Industrial-Organizational Psychology from Penn State University and a B.A. in Psychology from California State University, Fresno. 

Nice to meet you.

Lily Cushenbery, PhD

For publication copies and CV, see my Academia.edu site.

You can also connect with me on LinkedIn and follow me on Twitter.

Or you can just send me an old fashioned email or stop by and visit, if you’d prefer.

By the way, I work for a really great College of Business and you can learn more

about my colleagues here. You should also check out Stony Brook University,

which is in the State University of New York (SUNY) system.


Hunter, S. T., & Cushenbery, L. (2015). Is being a jerk necessary for originality? Examining the role of disagreeableness in the sharing and utilization of original ideas. Journal of Business and Psychology, 30, 621-639. DOI: 10.1007/s10869-014-9386-1 See list of press articles for this paper here.

Cushenbery, L., & Gabriel, A. (2014). Reappraising the Brain Drain: Collaboration as a Catalyst for Innovation in I-O Research. Industrial and Organizational Psychology: Perspectives on Science and Practice, 7(3), 347-351. DOI: 10.1111/iops.12161

Gill, P., Horgan, J., Hunter, S. T., & Cushenbery, L. (2013). Malevolent creativity in terrorist organizations. The Journal of Creative Behavior, 47(2), 125-151. DOI: 10.1002/jocb.28

Hunter, S. T., Cushenbery, L., & Friedrich, T. M. (2012). Hiring an innovative workforce: A necessary yet uniquely challenging endeavor. Human Resource Management Review, 22(4), 303-322. DOI: 10.1016/j.hrmr.2012.01.001

Hunter, S. T., Cushenbery, L., & Fairchild, J. L., Boatman, J. (2012). Partnerships in leading for innovation: A dyadic model of collective leadership. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5(4), 424-428. DOI: 10.1111/j.1754-9434.2012.01474.x

Hunter, S. T., & Cushenbery, L. (2011). Leading for innovation: Direct and indirect influences. Advances in Developing Human Resources, 13(3), 248-263. DOI: 10.1177/1523422311424263

Hunter, S. T., Cushenbery, L., Thoroughgood, C. N., Johnson, J. E., & Ligon, G. S (2011). First and ten leadership: A historiometric investigation of the CIP leadership model. The Leadership Quarterly, 22, 70-91. DOI: 10.1016/j.leaqua.2010.12.008

Cushenbery, L., & Lovelace, J. (2011). Industrial-Organizational Psychology’s contribution to the fight against terrorism. The Industrial-Organizational Psychologist, 49, 55-59. Link.

Cushenbery, L. (2011). Managing an undergraduate research lab. The Industrial-Organizational Psychologist, 48, 118-121. Link.


Cushenbery, L., Thomas, J., & Norova, S. (in press). Terrorism: Implications for Organizations. In Steven G. Rogelberg (Ed.) Encyclopedia of Industrial and Organizational Psychology, 2nd edition. Thousand Oaks, CA: Sage.

Fairchild, J. A., Cushenbery, L., Hunter, S. T. (in press). Tools for the Process: Technology to Support Creativity and Innovation. In D. Harrison (Ed.) Handbook of Research on Digital Media and Creative Technologies (pp.). Hershey, PA: IGI Global Books.

Hunter, S. T., Cushenbery, L., Ginther, N., & Fairchild, J. A. (2013). Leadership, innovation, and technology: The evolution of the creative process. In S. Hemlin (Ed.) Creativity and Leadership in Science Technology and Innovation (pp. 81-110). New York: Routledge.

Jacobs, R. R., Cushenbery, L., & Grabarek, P. E. (2011). Assessments for selection and promotion of police officers. In J. Kitaeff, (Ed.) Handbook of Police Psychology (pp. 193-210). New York: Routledge.

Fairchild, J. A., Cassidy, S., Cushenbery, L., & Hunter, S. T. (2011). The impact of technology on process-models of creativity. In A. Mesquita (Ed.) Technology for Creativity and Innovation: Tools, Techniques, and Applications (pp. 26-51). Hershey, PA: IGI Global Books.

Hunter, S. T., Tate, B. W., Dzieweczynski, J., & Cushenbery, L. (2010). A multilevel consideration of leader errors. In B. Schyns and T. Hasboro (Eds.) When leadership goes wrong: Destructive leadership, mistakes and ethical failures (pp. 405-443). Charlotte, NC: Information Age Publishing.