Douglas Lindsay Ph.D.

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Douglas Lindsay, Ph.D.

Douglas Lindsay Ph.D.

Lecturer in Psychology


  1. Ph. D., Pennsylvania State University, 2008
  2. M.S., University of Texas @ San Antonio, 2003
  3. B.S., United States Air Force Academy, 1992


Doug Lindsay’s research interests focus on the domain of leadership.  With an extensive background as a behavioral scientist in the military (22 years, retired Air Force) he has focused on the intersection of science and practice and the strength that both bring to solving leadership challenges.  His work has focused on such topics as leader development, followership, shared leadership, leader education, and the understanding of leadership in different contexts (e.g., military).  Currently, he is examining different pedagogies for teaching and developing leaders through online programs. 

Previous Positions:

Director, MPS in Psychology of Leadership program
Distinguished Visiting Professor, United States Air Force Academy
Deputy Communications Director (deployed), Kabul, Afghanistan
Full Professor & Senior Military Faculty, United States Air Force Academy
Acting Department Head & Deputy Department Head, United States Air Force Academy
Chief, Homeland Defense Office, Wright-Patterson Air Force Base, OH
Deputy Squadron Commander, Lackland Air Force Base, TX
Research Scientist, Brooks Air Force Base, TX
Occupational Analyst & Test Psychologist, Randolph Air Force Base, TX

Recent Publications:

Lindsay, D., Hunter, S., & Day, D. (in press). The impact of leadership in addressing sexual harassment and assault in the military. Military Psychology Special Issue on Sexual Harassment and Assault.

Lindsay D. & Woycheshin, D. (Eds.) (2015). Overcoming Leadership Challenges. Canadian Defense Academy Press.

Watola, D., Lindsay, D., & Reimer, R. (2015). Obstacles to enacting transformational leadership in military organizations.  In D. Lindsay & D. Woycheshin (Eds.), Overcoming Leadership Challenges (pp. 121-141). Ontario: Canadian Defense Academy Press.

Lindsay D., & Woycheshin, D. (Eds.) (2014). Adaptive Leadership in the Military Context: International Perspectives. Canadian Defense Academy Press.

Holtum, B., Smith, D., Lindsay, D., & Burton, J. (2014).  The relative strength of job attitudes and job embeddedness in predicting turnover in a U.S. military academy.  Military Psychology, 26, 397-408.

Jackson, J., & Lindsay, D., & Matteson, A. (2014). Military sexual trauma: An application of the Toxic Triangle Model. Military Behavioral Health, 2, 61-65.

Lindsay, D., & Jackson, J. (2013) Coaching in organizations: The importance of meeting expectations.  International Journal of Mentoring and Coaching, 11, 71-76.

Watola, D. J., Jackson, R. J., & Lindsay, D. R. (2013).  A framework for multi-cultural, multi-team systems in support of a comprehensive approach to operations.  In D. Woycheshin & M. C. de Graaff (Eds.), The Comprehensive Approach to Operations:  International Perspectives (pp. 35-50).  Ontario:  Canadian Defense Academy Press.   

Stoeffer, J., & Lindsay, D. (Eds.) (2012). Threats to Military Professionalism: International Perspectives.  Canadian Defense Academy Press.

Jackson, J., Lindsay, D., & Sanders, J. (2012). Preparing leaders to operate in harm’s way: The air force approach.  In G. Graen and J. Graen (Ed), LMX Leadership: The Series (Vol VIII), Management of Team Leadership in Extreme Context: Defending Our Homeland, Protecting Our First-Responders (pp. 113-133). Information Age Publishing.

Lindsay, D., Day, D., & Halpin, S. (2011). Shared leadership in the military: Reality, possibility, or pipedream? Special Issue on Military Leadership: Past, Present, and Considerations for the Future. Military Psychology, 23, 528-549.

Lindsay, D. (2011). Using I/O to fight a war.  The Industrial-Organizational Psychologist, 49, 23-27.

Lindsay, D. (2011). The benefit of negative examples: What we can learn about leadership from the Taliban.  Journal of Leadership Education, 10, 145-152.

Lindsay, D. (2010). Reflections from a deployment to Afghanistan: The relevance of I/O in a war zone. The Industrial-Organizational Psychologist, 48, 21-24.

Samuels, S., Foster, C., & Lindsay, D. (2010). Freefall, self-efficacy, and leading in dangerous contexts. Military Psychology: Special Issue: Leadership in Military and Other Dangerous Contexts, 22,117-136.

Jackson, R., & Lindsay, D. (2010). Lessons for experience: Why wait? Industrial and Organizational Psychology: Perspectives on Science and Practice, 3, 48-51.

Lindsay, D. R., Hassan, A. M., & Day, D. V. (2009). Leadership education and experience in the classroom: A case study. Journal of Leadership Education, 8(2), 32-40.