Photo of Katherine Klein

Katherine Klein

Edward H. Bowman Professor

Professor of Management

Vice-Dean, Wharton Social Impact Initiative

Research Interests: employee stock ownership, innovation and technology implementation, leadership, diversity, teams, and social networks, multilevel organizational theory and research

Links: CV, Personal Website, Wharton Social Impact Initiative

Contact Information

Address: 3115 SHDH, 3620 Locust Walk, Philadelphia, PA 19104
Office: (215) 898-6352


Professor Katherine Klein is the Edward H. Bowman Professor of Management at the Wharton School at the University of Pennsylvania. She received her B.A. from Yale University and her Ph.D. from the University of Texas at Austin. Prior to coming to Wharton, Katherine was on the faculty of the University of Maryland and a visiting professor at the Stanford Graduate School of Business.

An award-winning organizational psychologist, Katherine has conducted extensive field research regarding a range of topics including team leadership, climate, conflict, social networks and effectiveness; organizational change and technology implementation; employee diversity; and employee responses to stock ownership and stock options. She has taught executive education, studied, and consulted with a variety of for-profit and non-profit organizations including Charles Schwab, Rohm and Haas, North American Scientific, Medtronic, The Baltimore Shock Trauma Center, Penn Vet, the U.S. Census Bureau, and the Korean Management Association.

Her research has been published in numerous top journals including Administrative Science Quarterly, Journal of Applied Psychology, the Academy of Management Journal, and the Academy of Management Review. A former associate editor of the Journal of Applied Psychology, she is currently an associate editor of Administrative Science Quarterly. Katherine is a Fellow of the Academy of Management, the Society for Industrial and Organizational Psychology, the American Psychological Association, and the Association for Psychological Science.

Katherine’s current research interests include race in organizations; leadership succession and social network change; and Rwanda’s reconciliation and reconstruction following the 1994 genocide.


Research Interests

Over the years, my research and writing have focused primarily on the following topics:



  • Neil Andy Cohen, Katherine Klein (Working), Individual differences, social network centrality and leadership emergence.
  • Neil Andy Cohen, Katherine Klein (Working), Leaders’ social networks and attributions of leadership style: Untangling the direction of causality.
  • M. Schulte, N.A. Cohen, Katherine Klein (2012), The Coevolution of Network Ties and Perceptions of Team Psychological Safety, Organization Science, 23, 564.    Abstract
  • Katherine Klein, A.P. Knight, J.C. Ziegert, B.C. Lim, J.L. Saltz (2011), When team members’ values differ: The moderating role of team leadership, Organizatiional Behavior and Human Decision Processes, 114, 25 - 36.    Abstract
  • Neil Andy Cohen, M. Schulte, Katherine Klein (2008), Which comes first: The Co-evolution of Team Network Ties and Perceptions of Team Psychological Safety, Organization Science, Revise and resubmit.
  • D. A. Harrison, Katherine Klein (2007), What's the difference? Diversity constructs as separation, variety or disparity in organizations, Academy of Management Review, 32: 1199-1228.    Abstract
  • B. C. Lim, Katherine Klein (2006), Team mental models and team performance: A field study of the effects of team mental model similarity and accuracy, Journal of Organizational Behavior, 27: 403-418.    Abstract
  • Katherine Klein, J. C. Ziegert, A. P. Knight, Y. Xiao (2006), Dynamic delegation: Shared, hierarchical and deindividualized leadership in extreme action teams, Administrative Science Quarterly, 50: 590-621.    Abstract
  • Katherine Klein, A. P. Knight (2005), Innovation implementation: Overcoming the challenge, Current Directions in Psychological Science, 14: 243-246.    Abstract
  • Katherine Klein, B. C. Lim, J. L. Saltz, D. M. Mayer (2004), How do they get there? An examination of the antecedents of network centrality in team networks, Academy of Management Journal, 47: 925-963.    Abstract
  • Katherine Klein, S. Zedeck (2004), Theory in applied psychology: Lessons (re)-learned, Journal of Applied Psychology, 89: 931-933.    Abstract
  • V. S. Major, Katherine Klein, M. G. Ehrhart (2002), Work time, work interference with family, and employee distress, Journal of Applied Psychology, 87: 427-436.    Abstract
  • Katherine Klein, A. B. Conn, D. B. Smith, J. S. Sorra (2001), Is everyone in agreement? An exploration of within-group agreement in employee perceptions of the work environment, Journal of Applied Psychology, 86: 3-16.    Abstract
  • M. G. Ehrhart, Katherine Klein (2001), Predicting followers’ preferences for charismatic leadership: The influence of follower values and personality, Leadership Quarterly, 12: 153-179.    Abstract
  • Katherine Klein, A. B. Conn, A. P. Knight (2001), Implementing computerized technology: An organizational analysis, Journal of Applied Psychology, 86: 3-16.    Abstract
  • Katherine Klein, P.D. Bliese, S.W.J. Kozlowski, F. Dansereau, M. B. Gavin, M.A. Griffin, D. A. Hofmann, L. R. James, F. J. Yammarino, M. C. Bligh (2000), Multilevel analytical techniques: Commonalities, differences, and continuing questions, Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions, 512-553.  
  • S. W. J. Kozlowski, Katherine Klein (2000), A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes, Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions, 3-90.  
  • Katherine Klein, S. W. J. Kozlowski (2000), From micro to meso: Critical steps in conceptualizing and conducting multilevel research, Organizational Research Methods, 3: 211-236.    Abstract
  • Katherine Klein, L. Berman, M. Dickson (2000), May I work part-time? An exploration of predicted employer responses to employee requests for part-time work, Journal of Vocational Behavior, 57: 85-101.    Abstract
  • Katherine Klein, Robert J House (1995), On Fire: Charismatic leadership and levels of analysis, Leadership Quarterly, 6, 183 - 198.    Abstract

Awards And Honors

  • Sage Publications/Robert McDonald Advancement of Organizational Research Method, 2012 Description
  • Administrative Science Quarterly Scholarly Contributions Award, 2012 Description
  • Fellow, Academy of Management, 2011
  • Fellow, Association for Psychological Science, 2008
  • Owens Scholarly Achievement Award for the Best Publication in Industrial and Organizational Psychology, 2008
  • Saroj Parasuraman Award for the Outstanding Publication in Gender and Diversity, 2008
  • Owens Scholarly Achievement Award for the Best Publication in Industrial and Organizational Psychology, 2001

In The News

Knowledge @ Wharton



  • MGMT241 - Knowledge for Social Impact: Analyzing Current Issues & Approaches

    Recent technological changes have raised awareness of the magnitude and devastating long-term effects of poverty, food insecurity, limited and unequal access to education, and other social issues. Coupled with growing awareness of these issues is the emerging sense that traditional government programs and charities may be unable to solve these problems - at least, not alone. What may be needed are new strategies - strategies borne of (a) a deep understanding of the issues; (b) interdisciplinary collaboration; and (c) access to business knowledge, frameworks, and resources.

    This course is designed to provide the information, strategies, examples, and analytical mindset to make students more rigorous, insightful, and effective in analyzing social ills and crafting potential solutions. Together, a cross-disciplinary group of undergraduate students, including students in Wharton, the College, and other Penn Schools, will examine the nature and extent of two pressing social problems - food insecurity and barriers to post-secondary education - and current approaches to solving these problems.

    After an introduction to the social impact landscape and review of frameworks and tools for social impact, we will meet with researchers, business leaders, and non-profit leaders to learn what's not working, what is working, and what might work even better.

  • MGMT892 - Advanced Study Project - Collaborative Innovation Program

    Business success is increasingly driven by a firm's ability to create and capture value through innovation. Thus, the processes used by firms to develop innovations, the choices they make regarding how to commercialize their innovations, the changes they make to their business models to adapt to the dynamic environment, and the strategies they use to position and build a dominate competitive position are important issues facing firms. In MGMT. 892, you will learn to address these issues through an action learning approach. MGMT. 892 is a 1.0-credit course conducted in the spirit of an independent study. By working on consulting projects for leading global companies, you will develop and then apply your knowledge about innovation management and help these firms better understand the challenges and opportunities posed by emerging technologies and markets.

  • MGMT893 - Advanced Study Project for Entrepreneurial Management

  • MGMT953 - Seminar on Research Methods

    This is an introductory doctoral seminar on research methods in management. We examine basic issues involved in conducting empirical research for publication in scholarly management journals. We start by discussing the framing of research questions, theory development, the initial choices involved in research design, and basic concerns in empirical testing. We then consider these issues in the context of different modes of empirical research (including experimental, survey, qualitative, archival, and simulation). We discuss readings that address the underlying fundamentals of these modes as well studies that illustrate how management scholars have used them in their work, separately and in combination.