Kenneth J. Harris
Kenneth J. Harris
Associate Professor of Management, Indiana University Southeast
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An investigation of abusive supervision as a predictor of performance and the meaning of work as a moderator of the relationship
KJ Harris, KM Kacmar, S Zivnuska
The leadership quarterly 18 (3), 252-263, 2007
The impact of political skill on impression management effectiveness.
KJ Harris, KM Kacmar, S Zivnuska, JD Shaw
Journal of Applied psychology 92 (1), 278, 2007
Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance
KJ Harris, AR Wheeler, KM Kacmar
The leadership quarterly 20 (3), 371-382, 2009
Fostering good citizenship through ethical leadership: Exploring the moderating role of gender and organizational politics.
KM Kacmar, DG Bachrach, KJ Harris, S Zivnuska
Journal of applied psychology 96 (3), 633, 2011
Too much of a good thing: The curvilinear effect of leader-member exchange on stress
KJ Harris, KM Kacmar
The Journal of social psychology 146 (1), 65-84, 2006
An examination of the curvilinear relationship between leader–member exchange and intent to turnover
KJ Harris, KM Kacmar, LA Witt
Journal of Organizational Behavior 26 (4), 363-378, 2005
Core self-evaluations and job performance: the role of the perceived work environment.
KM Kacmar, BJ Collins, KJ Harris, TA Judge
Journal of Applied Psychology 94 (6), 1572, 2009
The mediating role of organizational job embeddedness in the LMX–outcomes relationships
KJ Harris, AR Wheeler, KM Kacmar
The Leadership Quarterly 22 (2), 271-281, 2011
K Harris
Weidenfeld and Nicolson, 1995
Ethical leadership and subordinate outcomes: The mediating role of organizational politics and the moderating role of political skill
KM Kacmar, MC Andrews, KJ Harris, BJ Tepper
Journal of Business Ethics 115 (1), 33-44, 2013
Career success implications of political skill
SY Todd, KJ Harris, RB Harris, AR Wheeler
The Journal of Social Psychology 149 (3), 279-304, 2009
Easing the strain: The buffer role of supervisors in the perceptions of politics–strain relationship
K J Harris, KM Kacmar
Journal of Occupational and Organizational Psychology 78 (3), 337-354, 2005
Abusive supervisory reactions to coworker relationship conflict
KJ Harris, P Harvey, KM Kacmar
The Leadership Quarterly 22 (5), 1010-1023, 2011
A test of competing models of the relationships among perceptions of organizational politics, perceived organizational support, and individual outcomes
RB Harris, KJ Harris, P Harvey
The Journal of social psychology 147 (6), 631-656, 2007
The moderating effects of justice on the relationship between organizational politics and workplace attitudes
KJ Harris, MC Andrews, KM Kacmar
Journal of Business and Psychology 22 (2), 135-144, 2007
The emotional implications of organizational politics: A process model
CC Rosen, KJ Harris, KM Kacmar
Human relations 62 (1), 27-57, 2009
Perceptions of organizational politics and cooperation as moderators of the relationship between job strains and intent to turnover
KJ Harris, M James, R Boonthanom
Journal of Managerial issues, 26-42, 2005
Do social stressors impact everyone equally? An examination of the moderating impact of core self-evaluations
KJ Harris, P Harvey, KM Kacmar
Journal of Business and Psychology 24 (2), 153-164, 2009
Frustration-based outcomes of entitlement and the influence of supervisor communication
P Harvey, KJ Harris
Human Relations 63 (11), 1639-1660, 2010
The moderating effects of political skill on the perceived politics–outcome relationships
RL Brouer, KJ Harris, KM Kacmar
Journal of Organizational Behavior 32 (6), 869-885, 2011
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