Elizabeth P Karam
Biographic Data
| ID | 5526082 |
|---|---|
| NAME | Elizabeth P Karam |
| GIVEN NAMES | Elizabeth P |
| FAMILY NAME | Karam |
| SIGNATURE | KARAM E P |
| AFFILIATIONS | Texas Tech University |
| ORCID | 0000-0003-4989-5784 |
| VERIFIED | Yes |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 8 |
| WORKS AS AUTHOR | 6 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2010 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 2 |
Benevolent Leadership as an Antecedent and Moderator of Ostracism
Despite three decades of ostracism research, scholars have rarely examined its antecedents or benevolent leadership's role in workplace ostracism. Drawing on benevolent leadership theory, we propose that leader benevolence and employee neuroticism serve as predictors of perceived ostracism, with benevolent leadership also moderating the neuroticism-ostracism relationship. Using a three-wave sample of 172 matched superior-subordinate dyads from th…
The impostor phenomenon at work
The impostor phenomenon (IP) was originally identified over 40 years ago, and there has been a recent surge in its examination across domains of management research. However, a lack of a comprehensive review that synthesizes organizationally‐relevant IP research has left IP research dispersed across time and disciplines with diminished conceptual clarity and an incoherent nomological network. We address these shortcomings by conducting a systemat…
Authentic leadership theory
In the wake of Covid-19, academia needs new solutions to ensure gender equity
The coronavirus disease 2019 (COVID-19) pandemic has upended almost every facet of academia (1). Almost overnight the system faced a sudden transition to remote teaching and learning, changes in grading systems, and the loss of access to research resources. Additionally, shifts in household labor, childcare, Many women academics will likely bear a greater burden during the coronavirus disease 2019 (COVID-19) pandemic. Academia needs to enact solu…
The missing link? Implications of internal, external, and relational attribution combinations for leader–member exchange, relationship work, self‐work, and conflict
Attributions are causal explanations made by individuals in response to important, novel, and/or unexpected events. Numerous attribution theories have examined how people use information to make attributions and how attributions impact an individual's subsequent emotions and outcomes. However, this research has only recently considered the implications of dyadic‐level attributions (i.e., relational attributions), particularly in the context of le…
Leadership in Teams
As the use of teams has increased in organizations, research has begun to focus on the role of leadership in fostering team success. This review sought to summarize this literature and advance research and theory by focusing on leadership processes within a team and describing how team leadership can arise from four distinct sources inside and outside a team. Then, drawing from this inclusive, team-centric view of leadership, the authors describe…
The impostor phenomenon at work
The impostor phenomenon (IP) was originally identified over 40 years ago, and there has been a recent surge in its examination across domains of management research. However, a lack of a comprehensive review that synthesizes organizationally‐relevant IP research has left IP research dispersed across time and disciplines with diminished conceptual clarity and an incoherent nomological network. We address these shortcomings by conducting a systemat…
The missing link? Implications of internal, external, and relational attribution combinations for leader–member exchange, relationship work, self‐work, and conflict
Attributions are causal explanations made by individuals in response to important, novel, and/or unexpected events. Numerous attribution theories have examined how people use information to make attributions and how attributions impact an individual's subsequent emotions and outcomes. However, this research has only recently considered the implications of dyadic‐level attributions (i.e., relational attributions), particularly in the context of le…
Leadership in Teams
As the use of teams has increased in organizations, research has begun to focus on the role of leadership in fostering team success. This review sought to summarize this literature and advance research and theory by focusing on leadership processes within a team and describing how team leadership can arise from four distinct sources inside and outside a team. Then, drawing from this inclusive, team-centric view of leadership, the authors describe…
The missing link? Implications of internal, external, and relational attribution combinations for leader–member exchange, relationship work, self‐work, and conflict
Attributions are causal explanations made by individuals in response to important, novel, and/or unexpected events. Numerous attribution theories have examined how people use information to make attributions and how attributions impact an individual's subsequent emotions and outcomes. However, this research has only recently considered the implications of dyadic‐level attributions (i.e., relational attributions), particularly in the context of le…
In the wake of Covid-19, academia needs new solutions to ensure gender equity
The coronavirus disease 2019 (COVID-19) pandemic has upended almost every facet of academia (1). Almost overnight the system faced a sudden transition to remote teaching and learning, changes in grading systems, and the loss of access to research resources. Additionally, shifts in household labor, childcare, Many women academics will likely bear a greater burden during the coronavirus disease 2019 (COVID-19) pandemic. Academia needs to enact solu…
Authentic leadership theory
The impostor phenomenon at work
The impostor phenomenon (IP) was originally identified over 40 years ago, and there has been a recent surge in its examination across domains of management research. However, a lack of a comprehensive review that synthesizes organizationally‐relevant IP research has left IP research dispersed across time and disciplines with diminished conceptual clarity and an incoherent nomological network. We address these shortcomings by conducting a systemat…
Benevolent Leadership as an Antecedent and Moderator of Ostracism
Despite three decades of ostracism research, scholars have rarely examined its antecedents or benevolent leadership's role in workplace ostracism. Drawing on benevolent leadership theory, we propose that leader benevolence and employee neuroticism serve as predictors of perceived ostracism, with benevolent leadership also moderating the neuroticism-ostracism relationship. Using a three-wave sample of 172 matched superior-subordinate dyads from th…
Job Satisfaction and Organizational Behavior (5 works) · Computer Science (4 works) · Epistemology (4 works) · Psychology (4 works) · Sociology (4 works) · Engineering ethics (3 works) · Political science (3 works) · Social Psychology (3 works) · Engineering (2 works) · Gender Diversity and Inequality (2 works)