Photo of Katherine Klein

Katherine Klein

Edward H. Bowman 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
Email: kleink@wharton.upenn.edu
Office: (215) 898-6352

Overview

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:

 

Research


  • 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

Courses

Current

  • MGMT890 - Managing in Emerging Economies: Energy and Infrastructer in Brazil

    Inactive

    MGMT890001 

  • 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.

    MGMT953001 

Previous

  • MGMT621 - Management of People at Work

    Organizational life is built around a complex interplay of social forces. Networks of cooperation, group conflicts, systems of power and influence, career paths, and reward systems shape how people and organizations manage and are manageed. The purpose of this course is to provide a framework for analyzing the impact of these social forces on individuals, groups, and the organization. MGMT621 will introduce you to general theories of organizational behavior and human resource management, and their application to specific managerial problems. The concepts covered in this course will help you better understand how to motivate and lead those you manage, as well as better understanding your own motivation and performance at work. Managerialand professional careers involve frequent changes in responsibilities, so the course provides concepts for analyzing how managerial approaches may vary in different organizational and industry settings. We will discuss, based on these analyses, how to develop and implement organizational designs and human resource systems that achieve competitive advantage through the management of people.

  • MGMT653 - Field Application Project

    The course is unique since there are no classroom meetings, all meetings are held in the professor's office in small groups of 4-6. Student teams work with faculty and host managers to construct innovative solutions to real-time issues. Solutions are integrative and cross-functional in nature. The course encourages creative thinking and uses cutting-edge ideas like game theory, measuring changes to brand equity, and non-market cap equity indexing. An emphasis is placed on teaching students how to frame unstructured business so as to convince others. Some projects are with non-profits, particularly those in microfinancing and the arts.

  • MGMT890 - Managing in Emerging Economies: Energy and Infrastructer in Brazil

    Inactive

  • MGMT892 - Advanced Study Project - Technological Innovation

    This mini course is restricted to recipients of the Mack Fellowship for Technological Innovation which is offered each year to four students or teams via an open competition announced to all second-year MBA students in January, with winners selected in May. The mini-course is a required part of the broader Fellowship to ensure grounding in current concepts, frameworks and tools for managing emerging technologies. The course covers such topics as how to assess innovation opportunities, common traps firms fall into, winning strategies and business models, financing new ventures, organizational structure and alliances, as well as leadership.

  • 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.