Jennifer Griffith, PhD, is an Associate Professor of Organizational Behavior and the Morrison Fellow of Diversity at the University of New Hampshire's Peter T. Paul College of Business and Economics where she teaches undergraduate- and MBA-level courses in organizational behavior and human resource management. She earned her PhD in Industrial-Organizational Psychology with a minor in Quantitative Psychology from the University of Oklahoma, where, through a research assistantship at OU's Center for Applied Social Research, she developed a multi-faceted research portfolio.
Her research focuses on exploring cognitive, social, and environmental mechanisms that contribute to workplace inequity, and subsequently, how to increase equity in the workplace from an intersectional lens. Most recently, she has focused on workplace policy and interventions both pre- and post-hire to address identity-based bias and sexual harassment.
Her research lab, Modern Work Lab, recruits and mentors undergraduate students at UNH who are interested in translating this research stream into workplace solutions, including recommendations for selection and assessment systems, leadership development, and workplace training programs. As an extension of this research, she serves as a Faculty Fellow at UNH's Prevention Innovations Research Center where she is a research partner & consultant on issues related to social cognition & workplace factors (e.g., culture) relevant for the prediction and prevention of sexual harassment & assault in the workplace. Her research has been published in the Journal of Organizational Behavior, Leadership Quarterly, Journal of Occupational and Organizational Psychology, Human Resource Management Review, Journal of Computer-Mediated Communication, and Computers in Human Behavior, among others.
Outside of her academic roles, she has served in numerous positions guiding, conducting, and implementing research-driven interventions, including as a project manager on grants and contracts funded through the National Science Foundation and a US defense contractor; as a senior research consultant for two state-level government agencies; and as an affiliate research partner on organizational and leadership development projects in the energy and technology sectors.
Ph.D., Psychology, University of Oklahoma
M.S., University of Oklahoma
B.A., Psychology, University of Oklahoma
Occupational Health and Safety
Organizational Theory and Behavior
Sexual assault prevention research
Sexual violence bystander prevention and response strategies for university, military and community settings
Training and Development
Women, work and motherhood
ADMN 575: Behavior in Organizations
ADMN 912: Managing Self & Leading Others
MGT 630: Leading in Diverse Orgs
MGT 642: Talent Acquisition
Medeiros, K. E., Griffith, J. A., Shipe, S. D., Crayne, M. P., Campagna, R., & McIntosh, T. (2022). Minding the ($500,000) Gap: Accounting for the Gender-Driven Gap in Executive Severance Agreements. Journal of Business and Psychology, 37(5), 1065-1077. doi:10.1007/s10869-021-09785-w
Griffith, J., Malone, M. F. T., & Shea, C. M. (2022). From bystander to ally among faculty colleagues: construction and validation of the bystander intervention behavior scale. Equality, Diversity and Inclusion: An International Journal, 41(2), 273-293. doi:10.1108/edi-02-2021-0050
Medeiros, K. E., Crayne, M. P., Griffith, J. A., Hardy, J. H., & Damadzic, A. (2022). Leader sensemaking style in response to crisis: Consequences and insights from the COVID-19 pandemic. Personality and Individual Differences, 187, 111406. doi:10.1016/j.paid.2021.111406
D'Innocenzo, L., Kukenberger, M., Farro, A. C., & Griffith, J. A. (2021). Shared leadership performance relationship trajectories as a function of team interventions and members' collective personalities. The Leadership Quarterly, 32(5), 101499. doi:10.1016/j.leaqua.2021.101499
Shea, C. M., Malone, M. F. T., Griffith, J. A., Staneva, V., Graham, K. J., & Banyard, V. (2021). Please Feel Free to Intervene: A Longitudinal Analysis of the Consequences of Bystander Behavioral Expectations. JOURNAL OF DIVERSITY IN HIGHER EDUCATION. doi:10.1037/dhe0000348
Anderson, H. J., Baur, J. E., Griffith, J. A., & Buckley, M. R. (2017). What works for you may not work for (Gen)Me: Limitations of present leadership theories for the new generation. LEADERSHIP QUARTERLY, 28(1), 245-260. doi:10.1016/j.leaqua.2016.08.001
Friedrich, T. L., Griffith, J. A., & Mumford, M. D. (2016). Collective leadership behaviors: Evaluating the leader, team network, and problem situation characteristics that influence their use. LEADERSHIP QUARTERLY, 27(2), 312-333. doi:10.1016/j.leaqua.2016.02.004
Thiel, C. E., Connelly, S., & Griffith, J. A. (2012). Leadership and emotion management for complex tasks: Different emotions, different strategies. LEADERSHIP QUARTERLY, 23(3), 517-533. doi:10.1016/j.leaqua.2011.12.005
Thiel, C. E., Connelly, S., & Griffith, J. A. (2011). The Influence of Anger on Ethical Decision Making: Comparison of a Primary and Secondary Appraisal. ETHICS & BEHAVIOR, 21(5), 380-403. doi:10.1080/10508422.2011.604295
Gooty, J., Connelly, S., Griffith, J., & Gupta, A. (2010). Leadership, affect and emotions A state of the science review. LEADERSHIP QUARTERLY, 21(6), 979-1004. doi:10.1016/j.leaqua.2010.10.005