Megan Walsh

Assistant Professor

Ph.D. (Management) (Memorial University of Newfoundland ) Master of Employment Relations (Memorial University of Newfoundland ) B.A. (Memorial University of Newfoundland )


Room 152
25 Campus Drive, Nutrien Centre, University of Saskatchewan
Saskatoon, Saskatchewan, Canada, SK, S7N 5A7


Dr. Walsh’s research is focused on leadership, well-being, and gender issues in organizations. She has examined how leadership styles relate to leaders’ own stress, and how leadership quality subsequently influences employee well-being. Her dissertation investigated role of mindfulness in relation to leadership style and employee well-being. She has also published work examining the relationship between leadership style and gender, with a specific focus on the role of context and self-perception.

Prior to joining the Edwards School of Business, she completed her PhD in Management at Memorial University of Newfoundland. At Memorial, she taught courses such as Occupational Health and Safety, and received several grants related to her research on mindfulness. She was also a founding committee member of Empowering Leadership, an annual conference and monthly workshop series for women in leadership positions.


Comm 105: Introduction to Organizational Behaviour 


Hancock, A. J., Gellatly, I. R., Walsh, M. M., Arnold, K. A., Connelly, C. E. (2018). How do followers see their leaders and does it matter?: Insights from a person-centered analysis. Academy of Management Proceedings, vol. 2018, issue 1. Published online July 9, 2018.

Walsh, M. M., & Arnold, K. A. (2017). Mindful leadership and employee well-being: The mediating role of leader behaviours. In E. K. Kelloway, K. Nielsen & J. Dimoff (Eds.), Leading to Occupational Health and Safety: How Leadership Behaviours Impact Organizational Safety and Well-Being. London: Wiley-Blackwell.

Arnold. K. A., Connelly, C. E., Gellatly, I. R., Walsh, M. M., & Withey, M. J. (2017). Using a pattern-oriented approach to study leaders: Implications for burnout and perceived role demand. Journal of Organizational Behavior, 38(7), 1038-1056.

Arnold, K. A., Loughlin, C., & Walsh, M. M. (2016). Transformational leadership in an extreme context: Examining gender, individual consideration and self-sacrifice. Leadership and Organization Development Journal, 37(6), 774-788.

Arnold, K. A., & Walsh, M. M. (2015). Customer incivility and employee well-being: Testing the moderating effects of meaning, perspective taking and transformational leadership. Work & Stress, 29(4), 362-378.

Arnold, K. A., Connelly, C. E., Walsh, M. M., & Martin Ginis, K. A. (2015). Leadership styles, emotion regulation, and burnout. Journal of Occupational Health Psychology, 20(4), 481-490.

Walsh, M. M., Dupré, K., & Arnold, K. A. (2014). Processes through which transformational leaders affect employee psychological health. Zeitschrift fuer Personalforschung. German Journal of Research in Human Resource Management, 28(1-2), 162-172.