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Kelly Schwind Wilson

Kelly Schwind Wilson

Associate Professor of Management
Organizational Behavior/Human Resources


Ph.D., Business Administration, Michigan State University
B.A., Psychology and Communication Studies, University of Michigan

Professor Wilson conducts research and teaches in the areas of Organizational Behavior and Human Resource Management. Her research specifically focuses on two main areas including the work-nonwork interface and leadership, with a common theme concerning interpersonal relationships throughout most of her work. In her research, Kelly examines the implications of conflict and congruence between individuals' and couples' work and nonwork domains for employees and their family members. In addition, Kelly also conducts research examining leader and follower relationships, resources as well as leader behaviors and effectiveness.

Professor Wilson's research has been published in various leading journals including the Academy of Management JournalAcademy of Management Review, Journal of Applied Psychology and Personnel Psychology. She received her Ph.D. in Business Administration from the Eli Broad College of Business at Michigan State University and her B.A. in Psychology and Communication Studies from the University of Michigan. Among other awards, Kelly was the recipient of the 2011 John and Mary Willis Young Faculty Scholar Award, a 2017-2018 Krannert Faculty Fellow Scholar Award as well as a 2020-2025 University Faculty Scholar for her research at Purdue. Kelly also received the 2018 Impact Award for her service activities in addition to numerous teaching awards both at the undergraduate and masters levels.


Journal Articles

  • Kleshinski, C. E., Wilson, K. S., Street, J. S., & Scott, B. A. (2021). Principled leader behaviors: An integrative framework and extension of why leaders are fair, ethical, and non-abusive. Academy of Management Annals, vol. 15 (1), 1-36. | Download |
  • Wilson, K. S., Kleshinski, C. E., & Matta, F. K. (2021). You get me: Examining the implications of couples’ depersonalization agreement for employee recovery. Personnel Psychology, forthcoming. | Download |
  • Bartels, A., Nahrgang, J. D., Sessions, H., Wilson, K. S., Wu, L. & Law-Penrose, J. C. (2021). With a frown or a smile: How leader affective states spark the leader-follower reciprocal exchange process. Personnel Psychology, forthcoming. | Download |
  • Perrigino, M. B., Dunford, B. B., & Wilson, K. S. (2018). Work-family backlash: The “dark side” of work-life balance (WLB) policies. Academy of Management Annals, vol. 12 600-630. | Download |
  • Wilson, K. S., Baumann, H. M., Matta, F. K., Ilies, R., & Kossek, E. E. (2018). Misery loves company: An investigation of couples’ interrole conflict congruence. Academy of Management Journal, vol. 61 715-737. | Download |
  • Ilies, R., Wagner, D. T., Wilson, K. S., Ceja, L., Johnson, M. D., DeRue, D. S., & Ilgen, D. R. (2017). Flow at work and basic psychological needs: Effects on well-being. Applied Psychology: An International Review, vol. 66 3-24. | Download |
  • Wilson, K. S., DeRue, D. S., Matta, F. K., Howe, M., & Conlon, D. E. (2016). Personality similarity in negotiations: Testing the dyadic effects of similarity in interpersonal traits and the use of emotional displays on negotiation outcomes. Journal of Applied Psychology, vol. 101 1405-1421. | Download |
  • Goh, Z., Ilies, R., & Wilson, K. S. (2015). Supportive supervisors improve employees daily lives: The role supervisors play in the impact of daily workload on life satisfaction via work-family conflict. Journal of Vocational Behavior, vol. 89 65-73. | Download |
  • Wilson, K. S., & Baumann, H. M. (2015). Capturing a more complete view of employees lives outside of work: The introduction and development of new interrole conflict constructs. Personnel Psychology, vol. 68 (2), 235-282. | Download |
  • Wilson, K. S., Sin, H. P., & Conlon, D. E. (2010). What about the leader in leader-member exchange? The impact of resource exchanges and substitutability on the leader. Academy of Management Review, vol. 35 (3), 358-372. | Download |
  • Ilies, R., Wilson, K. S., & Wagner, D. T. (2009). The spillover of daily job satisfaction onto employees' family lives: The facilitating role of work-family integration. Academy of Management Journal, vol. 52 (1), 87-102. | Download |
  • Barnes, C. M., Hollenbeck, J. R., Wagner, D. T., DeRue, D. S., Nahrgang, J. D., & Schwind, K. M. (2008). Harmful help: The costs of backing-up behavior in teams. Journal of Applied Psychology, vol. 93 (3), 529-539. | Download |
  • Ilies, R., Schwind, K. M., Wagner, D. T., Johnson, M. D., DeRue, D. S., & Ilgen, D. R. (2007). When can employees have a family life? The effects of daily workload and affect on work-family conflict and social behaviors at home. Journal of Applied Psychology, vol. 92 (5), 1368-1379. | Download |
  • Ilies, R., Schwind, K. M., & Heller, D. (2007). Employee well-being: A multilevel model linking work and nonwork domains. European Journal of Work and Organizational Psychology, vol. 16 (3), 326-341. | Download |
  • Married couple arguing

    Misery Loves Company: How Your Partner's Roles Influence Your Work-Family Satisfaction

    Donna and Rhonda work at the same office and have comparable job responsibilities. Yet things are quite different at their respective homes, where they live with working partners. Donna has few responsibilities compared to her partner, Kim, who handles almost all the domestic chores and takes time off from work whenever their child is sick. Rhonda, on the other hand, often feels overwhelmed with housework and the burdens of raising four children, and so does her husband, Mark, who shares the household duties and also takes care of an aging parent.

    Full story: Misery Loves Company: How Your Partner's Roles Influence Your Work-Family Satisfaction

  • Work-Family Backlash

    PhD grad Matthew Perrigino and faculty members Kelly Schwind Wilson and Benjamin Dunford discuss their research on work-family backlash

  • Conflicts between work and family

    Professor Kelly Wilson discusses conflicts between work and family

  • working parent

    What Working Parents Need from Their Managers

    Even during a pandemic, managers are expected to lead their teams and drive business results. But there’s a dilemma: They must acknowledge that Covid-19 is putting an enormous strain on people, especially working parents, while also holding them accountable for getting their work done. This means employing two strategies that, on the surface, might seem to conflict: predictability and flexibility. Specifically, they should build routines into the workday without unduly burdening parents, while at the same time experimenting with new ways of working and communicating so that everyone’s needs are accommodated fairly.

    Full story: What Working Parents Need from Their Managers

Phone: (765) 496-4368
Office: RAWL 4033

Area(s) of Expertise

Work-nonwork interface, Leadership