UVU alumna Kara H. North shares leadership insights on trust, communication, and workplace growth ahead of the Woodbury School of Business D.E.N. event.
We are honored to spotlight Kara H. North, Trial Lawyer and Managing Partner of Moxie Law Group.
A proud Orem native and UVU alumna, Kara earned her B.S. in Business Management from Utah Valley University before receiving her Juris Doctor from the University of Utah’s S.J. Quinney College of Law. With extensive experience in personal injury litigation, criminal defense, and adoption law, she has successfully advocated for clients in Juvenile, District, Mental Health Court, and the Utah Court of Appeals.
In addition to leading a boutique personal injury firm in Utah County, Kara serves as President of the UVU Alumni Board and is an active member of the UVU Board of Trustees and Foundation Board. Her leadership and excellence have earned her recognition as a 2023 Mountain States Super Lawyer, a Top 25 honoree by the National Women Trial Lawyers Association, and a Utah Business 40 Under 40 award recipient.
Kara exemplifies bold leadership, service, and advocacy in both her profession and her community. We asked Kara to share her insights on leadership, growth, and creating meaningful workplace cultures.
From your experience, what makes a workplace an environment where people can truly grow and succeed?
Direct communication and honest feedback. People don't like to be in the dark about where things stand. Being direct allows people to set clear expectations and helps people thrive in their respective workplace.
What is one practical thing leaders can do to create a more supportive and healthy work environment?
As a leader, I believe it's important to own when you make mistakes. It helps your team realize they should be safe doing the same.
What helps individuals grow into leadership roles, even before they have a formal leadership title?
Communicating that you trust them to make the right call. Asking their opinion for how to solve a particular problem before providing a solution.
How can leaders better recognize and use the different experiences and perspectives people bring to their work?
Giving your team opportunities to share experiences they've had in similar situations, and what they saw that worked or didn't work with that particular problem. Doing it in a group setting where everyone can contribute is really helpful.
What role does learning from others, such as mentors, peers, or teams, play in leadership development?
It helps you recognize that there are a variety of styles that can come with being a good leader, and it helps you to refine what style works best for you.
If you could share one insight with individuals hoping to grow, lead, and succeed in their careers, what would it be?
Don't be afraid to ask questions about the why, in a genuinely curious and sincere way. Let your leaders know you're trying to learn how to handle a particular situation better. Once they see that you have a desire to learn and grow, they will trust you with more responsibilities, which will ultimately lead to career growth.
Leading with Trust and Voice: A Research-Based Lens on Workplace Growth-Maureen Snow Andrade
Kara North’s insights align closely with both foundational leadership theory and more recent research emphasizing trust, communication, and learning as core drivers of effective workplace cultures.
First, her emphasis on leaders owning mistakes reflects authentic leadership, which focuses on transparency, self-awareness, and ethical behavior. Foundational work by Walumbwa et al. (2008) defines authentic leadership as fostering trust through openness and consistency. More recent research builds on this, showing that authentic leadership strengthens psychological safety and supports employee development and career success (Park et al., 2025). Kara’s point that leaders should admit mistakes directly supports this idea—modeling accountability encourages a culture where others feel safe to do the same.
Second, Kara’s focus on asking for input and encouraging team members to share perspectives aligns with inclusive leadership, which emphasizes valuing diverse contributions and creating space for participation. Foundational diversity and inclusion research highlights the importance of belonging and uniqueness in teams (Shore et al., 2011). More recent studies show that inclusive leadership increases employee voice and engagement through psychological safety (Bennouna, 2025), reinforcing Kara’s emphasis on group discussion and shared experiences.
Third, her emphasis on direct communication and honest feedback connects strongly to psychological safety, originally developed by Edmondson (1999), which describes a climate where individuals feel safe to speak up, ask questions, and admit mistakes. More recent research expands this through mindful leadership communication, showing that leaders who communicate with attentiveness and empathy further strengthen psychological safety and team performance (Du, 2025). Kara’s focus on clarity and openness reflects these principles in practice.
Finally, Kara’s discussion of trust and development opportunities reflects leader-member exchange (LMX) theory, originally developed by Graen and Uhl-Bien (1995), which emphasizes the importance of high-quality relationships between leaders and employees. Contemporary research extends LMX by showing that strong leader–employee relationships reduce burnout, increase adaptability, and improve retention in modern work environments (Petrilli et al., 2024).
Together, both foundational and recent research reinforce Kara’s central message: leaders who prioritize transparency, inclusion, and trust create environments where individuals feel safe to contribute, learn, and grow.
References
Bennouna, A. (2025). Inclusive leadership and employee voice: The mediating role of psychological safety. Journal of Management Studies.
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 View Edmondson, A.'s Psychological safety and learning behavior in work teams
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader–member exchange (LMX) theory of leadership over 25 years. The Leadership Quarterly, 6(2), 219–247. https://doi.org/10.1016/1048-9843(95)90036-5 View Graen, G. B., & Uhl-Bien, M.'s Relationship-based approach to leadership
Park, J.-H., Shin, J.-J., Gau, L.-S., & Kim, J.-C. (2025). Authentic leadership and subjective career success: The mediating roles of psychological safety and mindfulness. Sustainability, 17(7), 2861. https://doi.org/10.3390/su17072861 View Park, J.-H., Shin, J.-J., Gau, L.-S., & Kim, J.-C.'s Authentic leadership and subjective career success
Petrilli, S., et al. (2024). Leader–member exchange and employee outcomes: Reducing burnout and turnover intentions. Sustainability, 16(23), 10254. https://doi.org/10.3390/su162310254 View Petrilli, S., et al.'s Leader–member exchange and employee outcomes
Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262–1289. https://doi.org/10.1177/0149206310385943 View Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., & Singh, G.'s Inclusion and diversity in work groups
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126. https://doi.org/10.1177/0149206307308913 View Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J.'s Authentic leadership
Upcoming Business Impact D.E.N. (Develop • Engage • Network) Event
March 18, 2026 | 8:30 AM
Scott C. Keller Business Building, KB 401
Negotiate Like a Pro: Tools & Tactics to Earn Higher Salaries
An interactive workshop focused on translating achievements into compelling value statements and applying proven negotiation strategies with confidence.
Registration is free, and breakfast will be provided. We hope you’ll join us as we conclude the series.
Third region (Section 1)
