Foster School of Business
University of Washington
Seattle, WA 98195-3226
- Assistant Professor of Management
- PhD University of Maryland, College Park (2012)
- BA Harvard University (2005)
- global business
- organizational behavior
- Leadership effectiveness in dynamic team contexts
- Consequences of voice in project teams
- Team diversity and performance
- Personal benefits of interpersonal relationships
- At the University of Washington since 2015
- Assistant Professor, Michigan State University, 2012-2015
- Research Assistant, University of Maryland, 2007-2012
- Teach for America Corps Member, 2005-2007
- “Resource-based Contingencies of when Team-member Exchange Helps Member Performance in Teams“
Journal Article: Farh, C.I.C., Lanaj, K., & Ilies, R., (in press). Academy of Management Journal,
- “An Emotional Process Theory of How Subordinates Appraise, Experience, and Respond to Abusive Supervision Over Time“
Journal Article: Oh, K., & Farh, C.I.C, (in press). Academy of Management Review,
- “Beyond the Individual Victim: Multilevel Consequences of Abusive Supervision in Teams“
Journal Article: Farh, C. I. C., & Chen, Z. J., (2014). Journal of Applied Psychology, pp. 1074-1095.
- “Emotional Intelligence, Teamwork Effectiveness, and Performance: The Moderating Role of Job Context“
Journal Article: Farh, C. I. C., Seo, M., & Tesluk, P., (2012). Journal of Applied Psychology, Vol. 97, pp. 890-900.
- “Psychological Antecedents of Promotive and Prohibitive Voice Behavior: A Two-Wave Longitudinal Examination“
Journal Article: Liang, J., Farh, C. I. C., & Farh, J. L., (2012). Academy of Management Journal, Vol. 55, pp. 71-92.
- “Networking Abroad: A Process Model of How Expatriates Form Support Ties to Facilitate Adjustment“
Journal Article: Farh, C. I. C., Bartol, K. M., Shapiro, D. L., & Shin, J., (2010). Academy of Management Review, Vol. 35, pp. 434-454.
- “Task Conflict and Team Creativity: A Question of How Much and When.“
Journal Article: Farh, J. L., Lee, C., & Farh, C. I. C., (2010). Journal of Applied Psychology, Vol. 95, pp. 1173-1180.
- “When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of the Moderating Roles of Subsidiary Support and Cultural Distance.“
Journal Article: Chen, G., Kirkman, B. L., Kim, K., Farh, C. I. C., & Tangirala, S., (2010). Academy of Management Journal, Vol. 53, pp. 110-1130.
- Timing it right: Temporal contingencies of leadership impact on voice in dynamic teams with G. Chen
- Building heart: Leader contributions to the dynamics of team affective identification with S. M. Lee, and F. Matta
- Out of sight and out of mind?: Overcoming barriers to staying connected and included in multinational organizations with H. Liao, D. L. Shapiro, and J. Shin
Honors and Awards
- Winner of Emerald Citations of Excellence for, Psychological Antecedents of Promotive and Prohibitive Voice Behavior: A Two-Wave Longitudinal Examination, 2015
- Office of Naval Research grant ($292,063) for understanding gender integration in tactical decision-making teams – co-investigator, 2015
- S. Rains Wallace Dissertation Award: Recognizing the best doctoral dissertation research germane to the field of I-O psychology, Society for Industrial Organizational Psychology, 2014
- Frank T. Paine Doctoral Award for Academic Achievement: Recognizing outsanding academic achievement during doctoral studies, Robert H. Smith School of Business, University of Maryland, 2011
- Top 15% Teaching Award: Recognizing outstanding contributions to learning, Robert H. Smith School of Business, University of Maryland, 2010
- Best International Paper Award: Recognizing best paper with international management implications, Organizational Behavior Division of the Academy of Management, 2009
- Outstanding Reviewer Award: Recognizing outstanding reviewer contributions to the Organizational Behavior Division of the Academy of Management, 2009
- Dean's Research Fellowship: Supporting doctoral studies at University of Maryland, 2007-2012
- Fairbank and Asia Center Research Award: $3,000 supporting undergraduate thesis research, Harvard University, 2004
- Editorial board member, Academy of Management Journal
- Editorial board member, Journal of Applied Psychology
- Reviewer, Administrative Science Quarterly
- Reviewer, Organization Science
- Reviewer, Organizational Behavior and Human Decision Processes
- I teach MGMT 500 Management and Leadership and MGMT 545 Leading and Managing High-Performance Organizations, both at the MBA level.
- MGMT 500 - Management and Leadership
- The ability to effectively manage oneself, others, and groups of people is an important source of competitive advantage in today's organizations. This course introduces students to the field of organizational behavior (OB), an evidence-based body of concepts, knowledge, and frameworks intended to help organizations manage their people in a way that maximizes the organization’s success and enhances the meaningfulness of work for all involved. In this course, we cover OB topics such as motivation, decision-making, teams, and organizational culture and change. This objectives of this course are to develop students' knowledge of OB frameworks and their ability to analyze OB-related issues pertaining to the individual, team, and organization; provide students with opportunities to practice evidence-based behavioral strategies to address management problems; and increase students' understanding of their own strengths and weaknesses as a manager and leader. To accomplish these objectives, I use a mix of readings, short lectures, in-class exercises, simulations, cases, and class discussion. Through these approaches, I strive to create an engaging class environment where students can learn from each other and gain a personalized understanding of the material.
- MGMT 545 - Leading and Managing High-Performance Organizations
- This elective course addresses leadership as a topic separate from management. Leadership sets a tone, a focus, and a direction for an organization, its members, and other stakeholders. In contrast, effective management involves executing against the direction and tone set by the leadership. Individuals are not either leaders or managers, but a mixture of leadership and management, and the exact mix depends upon the situation, the role, and the person. This is a “hands-on” course that focuses on developing students' leadership skills required to be successful in organizations. A major premise of this course is that leadership begins with the self and works from the inside out. This course is designed to provide you with opportunities for reflection, study, debate, and practice through which you can learn about leadership and enhancing effectiveness – both your own and that of other individuals and groups in organizations. This is a course for students who wish to take the time and exert the effort required to confront and reflect on their own leadership strengths and weaknesses.