Professor Lovelace researches the social and cognitive influences that shape the decision-making processes of organizational leaders. In particular, he utilizes an Upper Echelons Theory perspective to examine the sensemaking processes of executives, with an emphasis on investigating how individual and firm social evaluations (e.g., celebrity, status, and reputation) impact leader cognition, behavior, and firm performance.

Professor Lovelace has published journal articles, books, and book chapters in a variety of outlets, including Academy of Management ReviewAcademy of Management JournalJournal of Management; and The Leadership Quarterly. His work has been featured in media outlets such as Forbes and Financial Times. Professor Lovelace is an International Research Fellow for the Oxford University Centre for Corporate Reputation. Previously, he was an Assistant Professor at the United States Military Academy at West Point.

He teaches classes on leadership, power and influence, organizational change, and stakeholder management at the undergraduate and graduate levels. He also has experience running corporate education workshops for a variety of organizations in the public and private sectors. Prior to his academic career, he served as an Officer in the U.S. Army from 2002 until 2014.