Karoline Hofslett Kopperud is an Associate Professor of Organizational Psychology at BI 黑料专区 Business School. She earned her Ph.D. in Leadership and Organizational Behavior from the same institution in 2012. After completing her doctoral studies, she worked as a leadership development consultant before fully transitioning into academia.
Her research interests primarily focuses on positive organizational psychology, with an emphasis on occupational health and work-related well-being. Her work, published in international peer-reviewed journals, explores topics such as how leadership influences employee well-being, work-life balance, age diversity, and leader well-being.
Publications
Kopperud, Karoline & Kost, Dominique (2025)
You cannot start a fire without a spark: Strengths-based leadership and personal initiative
Journal of General Management (JGM) Doi:
A pivotal characteristic of leaders is their ability to assist employees in recognizing, harnessing, and cultivating their strengths. This study explores the hypothesis that strengths-based leadership fosters employees’ personal initiative (PI). Grounded in self-determination theory (SDT), it is posited that strengths-based leadership indirectly bolsters employees’ PI by enhancing their competence perceptions. The study further argues that with the increase in remote work opportunities in the aftermath of the COVID-19 pandemic, it is imperative to consider whether teleworking influences the relationships among strengths-based leadership, employees’ perceived competence, and employees’ PI. A two-wave, web-based questionnaire was utilized to collect data from 626 employees in the public sector in Norway. Multiple regressions and the PROCESS macro were used to test the hypotheses. The results corroborate a mediation model in which strengths-based leadership amplifies employees’ PI by increasing their perceived competence. The results supported the hypothesis that remote working moderates the positive association between strengths-based leadership and employees’ perceptions of competence, whereas a moderated mediation model, with the number of hours working remotely as the moderator, did not. This study contributes to research on strengths-based leadership by offering a deeper understanding of the mechanisms that drive proactive employee behavior within the framework of self-determination theory. As such, this study also contributes to self-determination theory and the literature on PI by examining how context and leadership influence the satisfaction of employees’ needs and foster proactivity. The study further provides insight into the implications of the increase in home office use in the post pandemic workforce.
Baugerud, Gunn Astrid & Kopperud, Karoline (2023)
Utbrenthet, sekundærtraumatisering og arbeidsglede i barnevernet
Moe, Torill & Kvello, 脴yvind (red.). Barnevernledelse for framtiden
The competing influence of psychological job control on family-to-work conflict
Journal of Occupational and Organizational Psychology, 96(2), s. 351- 377. Doi: -
Psychological job control has typically been negatively related to work-to-family and family-to-work conflict. Based on the job demand-resource model and boundary theory, we argue that psychological job control may indirectly be positively related to family-to-work conflict by both increasing supplemental work, that is, the rate of engagement in work outside of formal working hours without receiving compensation aided by mobile technology, and work-to-family conflict. We hypothesize that this proposed positive indirect relationship will be lower among employees who perceive a high segmentation norm at their workplace. Based on a two-wave study of 4518 employees, we obtained support for a serial moderated mediation model that suggests a dual effect of psychological job control on family-to-work conflict, such that psychological job control was positively associated with family-to-work conflict through supplemental work and work-to-family conflict at low levels of segmentation norms. By examining the dual effects of psychological job control, this study aims to further understand the mechanisms involved in determining whether and when psychological job control, together with supplemental work, encourages employees to uphold or cross boundaries between work and nonwork domains. Our findings imply that psychological job control can both be a resource and a demand depending on the levels of segmentation norms.
Kopperud, Karoline; Nerstad, Christina G. L. & Buch, Robert (2022)
Engaging the age-diverse workforce: the interplay between personal and contextual resources
Personnel Review, 52(5), s. 1499- 1524. Doi:
Kopperud, Karoline; Buch, Robert & Skogen, Christina (2021)
Work overload and leader–member exchange: The moderating role of psychological flexibility
Journal of General Management (JGM), 46(3), s. 173- 184. Doi:
Kopperud, Karoline; Nerstad, Christina & Dysvik, Anders (2020)
Should I Stay or Should I Go? The Role of Motivational Climate and Work–Home Spillover for Turnover Intentions
Frontiers in Psychology, 11 Doi: -
Emerging trends in the workforce point to the necessity of facilitating work lives that foster constructive and balanced relationships between professional and private spheres in order to retain employees. Drawing on the conservation of resources theory, we propose that motivational climate influences turnover intention through the facilitation of work–home spillover. Specifically, we argue that employees working in a perceived mastery climate are less likely to consider voluntarily leaving their employer because of increased positive–and reduced negative—work–home spillover experiences. We further argue that employees working in a perceived performance climate are more likely to consider voluntarily leaving their employer because of reduced positive—and increased negative—work–home spillover experiences. In a cross—lagged survey of 1074 employees in a 黑料专区 financial-sector organization, we found that work–home spillover partly mediates the relationship between a perceived motivational climate and turnover intention. Specifically, mastery climates seem to facilitate positive—and reduce negative—spillover between the professional and private spheres, which in turn decreases employees’ turnover intention. Contrary to our expectations, a perceived performance climate slightly increased both positive and negative work-home spillover, however increasing employees’ turnover intention. We discuss implications for practice and future research.
Kopperud, Karoline (2019)
Ledelse og selvinnsikt
Haugan, Jan Arvid & Kvello, 脴yvind (red.). Selvinnsikt og profesjonalitet
Kopperud, Karoline & Martinsen, Øyvind L. (2016)
Motiverende ledelse
Buch, Robert; Dysvik, Anders & Kuvaas, B氓rd (red.). Produktiv motivasjon i arbeidslivet
Kopperud, Karoline; Martinsen, Øyvind L. & Humborstad, Sut I Wong (2014)
Engaging leaders in the eyes of the beholder: On the relationship between transformational leadership, work engagement, service climate, and self-other agreement
The Journal of leadership studies, 21(1), s. 29- 42. Doi:
Kopperud, Karoline (2009)
The X-factors: Exploring relations between three measures of eudaimonic experiences at work
Rodr铆guez S谩nchez, Alma Mar铆a & Salanova Soria, Mar铆a Luisa (red.). Looking for the Positive Side of Occupational Health at Work
