Faculty and instructor profiles
Professor
Kara Arnold
BA, MBA, PhDArnold, Kara - CV
Areas of Expertise
Human Resource Management, Organizational Behaviour
Personal Profile
Dr. Kara Arnold is a professor in organizational behaviour and human resource management at the Faculty of Business Administration at Memorial University in St. John’s, NL, Canada.
Dr. Arnold received her doctor of philosophy (PhD) in organizational behaviour from Queen’s University (Kingston, ON), her master of business administration (MBA) from McMaster University (Hamilton, ON) and her bachelor of arts (BA) in psychology from the University of Ottawa (Ottawa, ON). She teaches organizational behaviour and human resource management courses at graduate and undergraduate levels.
Her research focuses on leadership, employee well-being and gender & diversity issues in organizations. Her work has been published in a number of leading journals and presented at international conferences. She also consults and delivers management training to private and public sector organizations on leadership, women in leadership, team building and healthy work.
Research Highlights
- Arnold, K.A., & Loughlin, C. (2019). Continuing the Conversation: Questioning the Who, What and When of ‘Leaning In’. Academy of Management Perspectives, 33(1), 94-109. doi:10.5465/amp.2016.0153.
- Arnold, K.A. (2017). Transformational Leadership and Employee Psychological Well-being: A Review and Directions for Future Research. Journal of Occupational Health Psychology. 22(3), 381-393. http://psycnet.apa.org/doi/10.1037/ocp0000062.
- Arnold, K.A., Connelly, C.E., Gellatly, I.R. Walsh, M.M., & Withey, M.J. (2017). Using a Pattern-oriented Approach to Study Leaders: Implications for Leader Burnout and Perceived Role Demands. Journal of Organizational Behavior, 38(7), 1038-1056. doi: 10.1002/job.2182.
- Arnold, K.A. & Loughlin, C. (2013). Integrating Transformational and Participative Versus Directive Leadership Theories: Examining Intellectual Stimulation in Male and Female Leaders Across Three Contexts. Leadership and Organization Development Journal, 34(1), 67-84.
- Arnold, K.A., & Loughlin, C. (2019). Continuing the Conversation: Questioning the Who, What and When of ‘Leaning In’. Academy of Management Perspectives, 33(1), 94-109. doi:10.5465/amp.2016.0153.
- Arnold, K.A. (2017). Transformational Leadership and Employee Psychological Well-being: A Review and Directions for Future Research. Journal of Occupational Health Psychology. 22(3), 381-393. http://psycnet.apa.org/doi/10.1037/ocp0000062.
- Arnold, K.A., Connelly, C.E., Gellatly, I.R. Walsh, M.M., & Withey, M.J. (2017). Using a Pattern-oriented Approach to Study Leaders: Implications for Leader Burnout and Perceived Role Demands. Journal of Organizational Behavior, 38(7), 1038-1056. doi: 10.1002/job.2182.
- Arnold, K.A. & Loughlin, C. (2013). Integrating Transformational and Participative Versus Directive Leadership Theories: Examining Intellectual Stimulation in Male and Female Leaders Across Three Contexts. Leadership and Organization Development Journal, 34(1), 67-84.