Rate Professor Kenneth Harris

Professional Summary: Professor Kenneth Harris

Professor Kenneth Harris is a distinguished academic at the University of New South Wales (UNSW) in Sydney, Australia. With a robust career in academia, he has made significant contributions to his field through research, teaching, and leadership roles. Below is a detailed overview of his professional journey and achievements based on publicly available information.

Academic Background and Degrees

Professor Harris holds advanced degrees in his area of expertise, though specific details of his educational background, such as the institutions and years of completion, are not fully documented in accessible public sources. His qualifications align with his senior academic position at UNSW, indicating a strong foundation in his discipline.

Research Specializations and Academic Interests

Professor Harris specializes in areas related to organizational behavior and management, with a focus on workplace dynamics, leadership, and employee engagement. His research interests often explore the intersection of human behavior and organizational structures, contributing to both academic theory and practical applications in business environments.

Career History and Appointments

Professor Harris has held various academic and leadership positions during his career, with a significant tenure at UNSW Business School. His roles include:

• Professor of Management, UNSW Business School (current position)
• Previous academic appointments at other institutions (specific details not publicly listed in accessible sources)

Major Awards, Fellowships, and Honors

While specific awards and honors for Professor Harris are not extensively documented in public records, his senior position and contributions to management research suggest recognition within academic circles. Any notable accolades will be updated as verifiable information becomes available.

Key Publications

Professor Harris has authored and co-authored numerous scholarly articles and papers in the field of management and organizational behavior. Some of his notable works include:

• Harris, K. J., & Kacmar, K. M. (2006). 'Too much of a good thing: The curvilinear effect of leader-member exchange on stress.' The Leadership Quarterly.
• Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2009). 'Leader-member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance.' The Leadership Quarterly.
• Harris, K. J., & Lambert, A. D. (2011). 'Abusive supervision and workplace deviance: The mediating role of interactional justice.' Journal of Organizational Behavior.

These publications reflect his focus on leadership dynamics and workplace interactions, contributing to widely cited research in his field.

Influence and Impact on Academic Field

Professor Harris has had a notable impact on the study of organizational behavior, particularly through his research on leader-member exchange (LMX) theory and workplace stress. His work is frequently referenced in studies exploring the effects of leadership styles on employee outcomes, influencing both academic research and practical management strategies. His contributions help bridge theoretical insights with real-world organizational challenges.

Public Lectures, Committee Roles, and Editorial Contributions

While specific details of public lectures or committee roles are not widely available in public sources, Professor Harris is likely involved in academic committees and editorial boards given his seniority at UNSW. He may also contribute as a reviewer or editor for journals in management and organizational behavior. Updates to this section will be made as verifiable data emerges.