Dr. Endres is the Darrell H. Cooper Presidential Chair of Leadership, promoting leadership research and education in the field of Management and at EMU. She specializes in how managers and leaders can deal with and learn from ambiguity and complexity in decision making, including in environments requiring quality standards. She recently received a grant from the Brickley Foundation.
Dr. Endres has been a management consultant to clients in a variety of industries including health and beauty, oil and gas, patient care and management, and education. Her consulting concentrates on business research, survey development and design, educational material development, and statistical analyses and reports.
Chowdhury, S., & Endres, M. L. (2021, in press). Relative influence of regional economy and industry choice on young firm performance. Journal of Business Research.
Chowdhury, S., Endres, M. L., & Frye, C. (2019). The Influence of Knowledge, Experience and Education on Gender Disparity in Entrepreneurial Self-Efficacy. Journal of Small Business & Entrepreneurship, 31 (5), 371-389.
Endres, M. L., & Rhoad, K. T. (2016). What makes a high performer share knowledge? Team Performance Management, 22 (5/6), 269-283.
Endres, M. L., Camp, R., & Milner, M. (2015). Is ambiguity tolerance malleable? Experimental evidence with potential implications for future research. Frontiers in Psychology, 6, 619.
Endres, M. L. & Chowdhury, S. (2013). The Role of Expected Reciprocity in Knowledge Sharing. International Journal of Knowledge Management, 9 (2), 1-20.
Chowdhury, S., Endres, M. L., Camp, R., & Schulz, E. (2013). Perceptions of Entrepreneurs in the Perceived Criticality of Human Resource Activities. Journal of Business & Entrepreneurship, 63-78.
Chowdhury, S. & Endres, M. L. (2010). The Impact of Client Variability in Nursing on Occupational Strain and Injury: The Cross-Level Moderating Effect of Safety Climate. Academy of Management Journal, 53 (1).
Endres, M. L. (2006). The Effectiveness of Assigned Goals in Complex Financial Decision Making and the Importance of Gender. Theory and Decision, 61 (2), 129-157.