Joseph K Kim
Biographic Data
| ID | 5790707 |
|---|---|
| NAME | Joseph K Kim |
| GIVEN NAMES | Joseph K |
| FAMILY NAME | Kim |
| SIGNATURE | KIM J K |
| AFFILIATIONS | Fox School of Business Temple University Philadelphia Pennsylvania U.S.A. |
| ORCID | 0000-0003-3348-2459 |
| VERIFIED | Yes |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 21 |
| WORKS AS AUTHOR | 5 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2017 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 2 |
What now? Defining capricious supervision and examining its impact on employee strain
Despite frequent anecdotal accounts and media portrayals of unpredictable and/or inconsistent leaders, scholarly understanding of such leadership remains limited, mostly due to ambiguity surrounding its conceptualization and operationalization. Rather than focusing on employees’ direct experiences with unpredictable and inconsistent leaders, prior research has primarily measured changes in specific leader behavior over time or the interactive eff…
Evaluations of abusive supervisors
The present research examines the role of leaders' gender in influencing how employees evaluate abusive supervision. This paper argues that abusive supervision is considered to be a less typical leader behavior for female leaders, compared to male leaders, because abusive behaviors violate the stereotypes traditionally prescribed to female leaders (e.g., communal and caring). As such, drawing from gender stereotype theories (e.g., the lack‐of‐fit…
A meta‐analysis integrating 20 years of workplace incivility research
In this study, we propose and examine an integrative framework to investigate factors contributing to the experience of workplace incivility (including victim demography, dispositional individual differences, and environmental factors); the affective, health‐related, social exchange‐based, and behavioral outcomes associated with experienced incivility; and boundary conditions for their relationships. To this end, we conduct a comprehensive meta‐a…
How certain can we really be that our boss is trustworthy, and does it matter? A metacognitive perspective on employee evaluations of supervisor trustworthiness
This research helps to integrate the metacognitive concept of evaluation certainty into the trust literature by demonstrating that certainty can amplify the effects of trustworthiness evaluations and stabilize trustworthiness evaluations over time. Across an experimental study (Study 1) and a multiwave survey of employees (Study 2), we show that trustworthiness evaluations exert a stronger influence on individuals' trust at higher levels of certa…
Supervisor expediency to employee expediency
We utilize social learning theory to test the role‐modeling effect of supervisor expediency (i.e., a supervisor's use of unethical practices to expedite work for self‐serving purposes). In particular, we examine the relationship between supervisor expediency and employee expediency, as moderated by leader–member exchange (LMX) and mediated by employee unethical tolerance. We predict that employees are more likely to model their supervisors' exped…
A meta‐analysis integrating 20 years of workplace incivility research
In this study, we propose and examine an integrative framework to investigate factors contributing to the experience of workplace incivility (including victim demography, dispositional individual differences, and environmental factors); the affective, health‐related, social exchange‐based, and behavioral outcomes associated with experienced incivility; and boundary conditions for their relationships. To this end, we conduct a comprehensive meta‐a…
Supervisor expediency to employee expediency
We utilize social learning theory to test the role‐modeling effect of supervisor expediency (i.e., a supervisor's use of unethical practices to expedite work for self‐serving purposes). In particular, we examine the relationship between supervisor expediency and employee expediency, as moderated by leader–member exchange (LMX) and mediated by employee unethical tolerance. We predict that employees are more likely to model their supervisors' exped…
Evaluations of abusive supervisors
The present research examines the role of leaders' gender in influencing how employees evaluate abusive supervision. This paper argues that abusive supervision is considered to be a less typical leader behavior for female leaders, compared to male leaders, because abusive behaviors violate the stereotypes traditionally prescribed to female leaders (e.g., communal and caring). As such, drawing from gender stereotype theories (e.g., the lack‐of‐fit…
Supervisor expediency to employee expediency
We utilize social learning theory to test the role‐modeling effect of supervisor expediency (i.e., a supervisor's use of unethical practices to expedite work for self‐serving purposes). In particular, we examine the relationship between supervisor expediency and employee expediency, as moderated by leader–member exchange (LMX) and mediated by employee unethical tolerance. We predict that employees are more likely to model their supervisors' exped…
How certain can we really be that our boss is trustworthy, and does it matter? A metacognitive perspective on employee evaluations of supervisor trustworthiness
This research helps to integrate the metacognitive concept of evaluation certainty into the trust literature by demonstrating that certainty can amplify the effects of trustworthiness evaluations and stabilize trustworthiness evaluations over time. Across an experimental study (Study 1) and a multiwave survey of employees (Study 2), we show that trustworthiness evaluations exert a stronger influence on individuals' trust at higher levels of certa…
Evaluations of abusive supervisors
The present research examines the role of leaders' gender in influencing how employees evaluate abusive supervision. This paper argues that abusive supervision is considered to be a less typical leader behavior for female leaders, compared to male leaders, because abusive behaviors violate the stereotypes traditionally prescribed to female leaders (e.g., communal and caring). As such, drawing from gender stereotype theories (e.g., the lack‐of‐fit…
A meta‐analysis integrating 20 years of workplace incivility research
In this study, we propose and examine an integrative framework to investigate factors contributing to the experience of workplace incivility (including victim demography, dispositional individual differences, and environmental factors); the affective, health‐related, social exchange‐based, and behavioral outcomes associated with experienced incivility; and boundary conditions for their relationships. To this end, we conduct a comprehensive meta‐a…
What now? Defining capricious supervision and examining its impact on employee strain
Despite frequent anecdotal accounts and media portrayals of unpredictable and/or inconsistent leaders, scholarly understanding of such leadership remains limited, mostly due to ambiguity surrounding its conceptualization and operationalization. Rather than focusing on employees’ direct experiences with unpredictable and inconsistent leaders, prior research has primarily measured changes in specific leader behavior over time or the interactive eff…
Job Satisfaction and Organizational Behavior (4 works) · Psychology (4 works) · Social Psychology (4 works) · Social Psychology (4 works) · Abusive supervision (2 works) · Management (2 works) · Supervisor (2 works) · Workplace Violence and Bullying (2 works) · Abusive relationship (1 work) · Ambiguity (1 work)