Brief Biography
Steven W.J. Kozlowski was born in 1952 in Rhode Island.
Kozlowski attended college the University of Rhode Island at Kingston, where he majored in psychology. He obtained his bachelor’s degree in 1976.
For graduate school, Kozlowski went to Pennsylvania State University (Penn State) at University Park, where he earned his master’s degree 1979 in industrial and organizational psychology.
Kozlowski obtained his PhD from Penn State in 1982 in industrial and organizational psychology, with a minor in organizational behavior and measurement
Immediately upon graduation, in 1982, Kozlowski received his first regular faculty position as Assistant Professor of Organizational Psychology at Michigan State University in East Lansing.
He advanced to Associate Professor at Michigan State in 1987 and full Professor in 1994.
In 2000, Kozlowski moved to the University of South Florida in Tampa with the title of World Class Scholar and Professor, a title he still holds to this day (2024).
Kozlowski has devoted his career to developing practical, research-based principles and statistical tools designed to assist individuals and teams within business organizations to improve their performance in a variety of ways.
Aspects of business management to which Kozlowski has paid special attention include the theory of multilevel organizations, team leadership, and effectiveness.
In his work Koslowski has particularly emphasized a process approach, which he says means viewing work and organizational processes as dynamics that unfold over time.
Kozlowski has authored or co-authored about 180 peer-reviewed journal articles and book chapters. He has also co-edited several prominent books, notably, The Oxford Handbook of Organizational Psychology, in two volumes (2012).
Notable Quotes
Note: The original sources of the following quotations attributed here to Steve Kozlowski are provided where known. If no specific source is mentioned, then the attributed quotation may be assumed to derive from or (perhaps via paraphrase) be inspired by Koslowski’s many academic and popular writings.
Diversity in Teams
Diverse teams bring a variety of perspectives and approaches, enhancing creativity and problem-solving capabilities, but only if managed effectively.
Effective teams harness the diversity of their members’ knowledge, skills, and perspectives to achieve superior performance.
Diverse teams bring a breadth of perspectives and experiences, leading to more creative problem-solving and better decision-making.
Kozlowski on Kozlowski
It’s not like I’m a scholar of policy, it’s more like I’m a practitioner who’s been trained by the experiences that we’ve had.
Interview with Frederik Anseel, “Interview with Prof. Steve Kozlowski,” EAWOP 2019 [European Association of Work and Organizational Psychology], Turin, Italy, October 15, 2019.
[EAWOP needs] to get scientists and practitioners attuned the idea that policy ought to be part of their profession, that the ability to influence public policy—how our science might be used to make things better in the workplace but also in society in general—ought to be part of who we are and what we do. And that means getting the members trained and engaged and interested.
Interview with Frederik Anseel, “Interview with Prof. Steve Kozlowski,” EAWOP 2019 [European Association of Work and Organizational Psychology], Turin, Italy, October 15, 2019.
If everybody could do one thing, you’d start to have a visible effect.
Interview with Frederik Anseel, “Interview with Prof. Steve Kozlowski,” EAWOP 2019 [European Association of Work and Organizational Psychology], Turin, Italy, October 15, 2019.
Psychological Safety
Creating a psychologically safe environment is crucial for enabling team members to speak up, share ideas, and take risks without fear of ridicule or reprisal.
Building a psychologically safe workplace fosters trust and encourages open communication, laying the foundation for high-performing teams.
Innovation blooms when there’s a fertile ground of psychological safety, where team members feel free to express ideas, take risks, and learn from failures.
Creating an environment where team members feel safe to express ideas, take risks, and provide feedback is essential for fostering innovation and productivity.
Team Adaptability and Innovation
In today’s dynamic environment, teams must be agile and adaptable, capable of adjusting strategies and tactics in response to changing circumstances.
Innovation thrives in environments where teams are encouraged to experiment, learn from failure, and adapt quickly to changing circumstances.
Organizations must embrace a culture of continuous improvement, where feedback is valued, and processes are constantly refined to adapt to changing environments.
Innovation thrives in environments that foster collaboration, diversity of thought, and psychological safety.
Successful organizational change requires not only strategic planning but also attention to the psychological aspects of transition for individuals and teams.
Team Dynamics
Effective teams aren’t just about individual talent; they’re about how individuals work together, communicate, and coordinate their efforts.
Effective teams possess a shared understanding of their goals and roles, fostering collaboration and cohesion among members.
Effective teams leverage the collective intelligence and expertise of their members to solve complex problems and achieve shared goals.
Collaboration is more than just working together; it’s about leveraging diverse perspectives and skills to generate innovative solutions and drive success.
Organizations must prioritize continuous learning and development to adapt to evolving challenges and maintain a competitive edge.
Successful collaboration isn’t merely about coexistence; it’s about co-creation, where every member contributes their unique strengths towards a shared vision.
Teams are more than just a collection of individuals; they are complex systems with unique dynamics that influence their performance.
High-performing teams are characterized by shared goals, mutual trust, effective communication, and a climate of accountability.
Team Leadership
Leadership in teams isn’t about dominance; it’s about facilitating collaboration, empowering team members, and fostering a climate of trust and respect.
Leadership isn’t just about individuals; it’s about fostering a culture that empowers every team member to contribute their best.
Leadership plays a critical role in shaping the culture, norms, and dynamics within teams, ultimately influencing their performance and outcomes.
Leadership isn’t about commanding from the front but about empowering from within, fostering an environment where everyone feels valued and heard.
Leaders play a critical role in shaping the climate and culture of organizations, influencing both individual and team performance.
Team Performance
Success in teams is not solely determined by the sum of individual achievements but rather by how well team members synergize their efforts towards a shared goal.
Success in teams hinges on effective collaboration, where each member’s strengths are harnessed to achieve common goals.
Innovation thrives in environments where creativity is encouraged, failures are viewed as learning opportunities, and diverse perspectives are embraced.
Effective teams excel not just because of individual brilliance but because they synergize collective intelligence, leveraging diverse skills and perspectives.
The effectiveness of a team hinges not only on the skills and knowledge of its members but also on the synergy created through collaboration and shared understanding.
Interview with Frederik Anseel, “Interview with Prof. Steve Kozlowski,” EAWOP 2019 [European Association of Work and Organizational Psychology], Turin, Italy, October 15, 2019.
Success is a work in progress.
Team Training and Development
Learning is an ongoing process within teams, where mistakes are seen as opportunities for growth, and feedback is valued as a means to improve performance.
Leaders play a pivotal role in shaping team culture and facilitating communication, empowering members to contribute their unique strengths.
Continuous learning is essential for teams to remain competitive, requiring ongoing investment in skill development and feedback mechanisms.
Investing in employee development and empowerment not only enhances individual performance but also strengthens the overall resilience and agility of the organization.
Organizations thrive when they prioritize continuous learning, adaptation, and collaboration among employees.
The heart of organizational resilience lies in its people; nurturing their growth, fostering their talents, and providing avenues for continuous development.
Effective leadership development involves understanding the interplay between individual characteristics and organizational context.
Organizations that prioritize continuous learning and development empower their employees to adapt to changing environments and drive innovation.
Work and Organizational Psychology
Work and organizational psychology is an empirical science and evidence-based practice that has been in existence for over a century.
“Science, Translation, and Policy Impact,” Abstract Book, 19th EAWOP Congress, 29th May—1st June, 2019, Turin, Italy, p. 8.
Work and organizational psychology is well-established in the developed world and has made rapid advances in the developing world over the last couple of decades.
“Science, Translation, and Policy Impact,” Abstract Book, 19th EAWOP Congress, 29th May—1st June, 2019, Turin, Italy, p. 8.
The field has developed a substantial empirical foundation and a wide range of well-developed applications that are routinely used to enhance organizational effectiveness.
“Science, Translation, and Policy Impact,” Abstract Book, 19th EAWOP Congress, 29th May—1st June, 2019, Turin, Italy, p. 8.
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