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Katrina A. Graham
Suffolk University
PsychologyFraming (construction)Abusive supervisionOrganizational behaviorSocial psychology
14Publications
4H-index
106Citations
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Publications 14
Newest
#1Katrina A. Graham (Suffolk University)H-Index: 4
#2Christian J. Resick (Drexel University)H-Index: 20
Last. Jason D Kiker (Drexel University)H-Index: 1
view all 6 authors...
Do some employees engage in unethical behavior because they actually believe it is the right thing to do? We explore this question in this article. Unlike other forms of unethical behavior, unethic...
1 CitationsSource
#1Juanita Kimiyo Forrester (Mercer University)H-Index: 1
#2Anat Rafaeli (Technion – Israel Institute of Technology)H-Index: 33
Last. Bennett J. Tepper (OSU: Ohio State University)H-Index: 4
view all 11 authors...
1 CitationsSource
#1Katrina A. Graham (Suffolk University)H-Index: 4
#2Mary B. Mawritz (Drexel University)H-Index: 11
Last. Jonathan C. Ziegert (Drexel University)H-Index: 14
view all 5 authors...
Abstract Across two studies, we explore the configurational effects of leader and follower dominance on dyadic relationship conflict and subsequent abusive supervision. Drawing from the central tenets of social dominance and interpersonal interaction theories, we propose that various leader-follower dominance combinations can incite abusive supervision via relationship conflict. We first suggest that when leaders and followers are both high on dominance, relationship conflict is likely to result...
Source
#1Katrina A. GrahamH-Index: 4
Last. Jonathan C. ZiegertH-Index: 14
view all 4 authors...
Across two studies, we explore the configurational effects of leader and follower dominance on dyadic relationship conflict and subsequent abusive supervision. Drawing from the central tenets of so...
Source
#1Katrina A. Graham (Suffolk University)H-Index: 4
#2Scott B. Dust (Miami University)H-Index: 6
Last. Jonathan C. Ziegert (Drexel University)H-Index: 14
view all 3 authors...
According to interpersonal interaction theory, relational harmony surfaces when two individuals have compatible interaction styles. Building from this theory, we propose that supervisor-employee power distance orientation incompatibility will be related to employees' experience of higher levels of relationship conflict with their supervisors. Additionally, we propose an asymmetrical incongruence effect such that relationship conflict will be highest when supervisors are high in power distance an...
8 CitationsSource
#1Mary B. MawritzH-Index: 11
#2Rebecca L. Greenbaum (OSU: Oklahoma State University–Stillwater)H-Index: 15
Last. Katrina A. Graham (Suffolk University)H-Index: 4
view all 4 authors...
Drawing on self-regulation theory, we contribute to the abusive supervision literature by testing supervisors’ self-regulation impairment as a key mediator of the relationship between subordinate d...
34 CitationsSource
#1Katrina A. Graham (Suffolk University)H-Index: 4
#2Scott B. Dust (Miami University)H-Index: 6
Last. Jonathan C. Ziegert (Drexel University)H-Index: 14
view all 3 authors...
In the present study, we examine the effects of congruence between subordinates’ and supervisors’ power distance orientations. Based on dominance complementarity theory, we propose that dyadic powe...
Source
#1Jonathan C. Ziegert (Drexel University)H-Index: 14
#2Miriam Muethel (WHU - Otto Beisheim School of Management)H-Index: 11
Last. Katrina A. Graham (Suffolk University)H-Index: 4
view all 3 authors...
Source
#1Christian J. Resick (Drexel University)H-Index: 20
#2Blythe L Rosikiewicz (Drexel University)
Last. Jonathan C. Ziegert (Drexel University)H-Index: 14
view all 14 authors...
Research on the study of leader traits suggests that dark-side traits can derail a leader’s success or help a leader flourish depending on the context of the situation. While previous literature sh...
Source
#1Katrina A. Graham (Drexel University)H-Index: 4
#2Jonathan C. Ziegert (Drexel University)H-Index: 14
Last. Johnna Capitano (Drexel University)H-Index: 3
view all 3 authors...
The goal of this paper is to examine the impact of leadership and promotion regulatory focus on employees’ willingness to engage in unethical pro-organizational behavior (UPB; Umphress and Bingham, J Appl. Psychol 95:769–780, 2011). Building from a person–situation interactionist perspective, we investigate the interaction of leadership style and how leaders frame messages, as well as test a three-way interaction with promotion focus. Using an experimental design, we found that inspirational and...
26 CitationsSource
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