Alle Publikationen
- <<
- <
- 1
2017
-
(2017): Enhancing managerial effectiveness via four core facets of emotional intelligence. Self-awareness, social perception, emotion understanding, and emotion regulation. In: Organizational Dynamics 46 (3), S. 140-147. DOI: 10.1016/j.orgdyn.2017.05.007
DOI: https://doi.org/10.1016/j.orgdyn.2017.05.007 Abstract: Emotional intelligence–—a concept proposed by academic researchers about 25 years ago–—is a set of capabilities that managers can leverage to be more effective. Equipped with emotional capabilities, managers can leverage opportunities and address challenges that they encounter on a daily basis. Managers can develop better relationships with their employees, influence them more effectively, and have better performing employees and teams to the extent that they leverage emotional intelligence. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
Keywords: Arbeits - und Organisationspsychologie, Awareness, emotion regulation, emotion understanding, Emotional Intelligence, Emotional Regulation, Emotions, Emotionsforschung, Management Personnel, managerial effectiveness, Personalmanagement, self-awareness, Social intelligence, Social Perception, Soziale Intelligenz, Supervisor Employee Interaction -
(2017): The relationship between emotional and social intelligence and conflict management behavior in leadership. ProQuest Information & Learning, US.
Abstract: The purpose of this work was to evaluate the relationship between emotional and social intelligence (ESI) and the conflict management behavior (CMB) of lower level members of management or managers in training in a public sector organization in a country in the British Caribbean. The instruments that were utilized were SPSS, the Emotional Intelligence Appraisal-Me Version , and the Conflict Dynamic Profile-Individual (CDP-I). In all cases, due to non-normality, Spearman's rho was used in order to test the five hypotheses incorporated within this study. The Spearman rho, which is also known as the Pearson correlation coefficient between ranked variables, is a nonparametric measure of statistical dependence between variables, which assesses how well the relationship between the independent variable of ESI and the dependent variable of CMB, can be described through the employment of a monotonic function. The results of this research highlighted the influence that the emotional & social intelligence of a leader may have on his or her ability to manage interpersonal conflict between subordinates effectively, and to display personalized deliberations that move toward the reduction of workplace conflict. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
-
(2017): Developing minority leaders. Key success factors of Asian Americans. In: Asian American Journal of Psychology 8 (2), S. 142-155
Abstract: Traditional leadership programs may not address the unique developmental needs of ethnic minorities. Whereas traditional leadership development is based on the assumptions, values, and behaviors of the Western mainstream ideals, our research uses a culture-specific approach to understand the unique needs of ethnic minority leaders, namely, Asian Americans. We focus on Asian Americans because they are least represented in U.S. management ranks, despite having the most education, training, and work experience. Our central research question is 'What are the key success factors of Asian American leaders?' Qualitative interviews with 39 key informants (of East Asian descent, and 2 non-Asian Americans), ranging from middle managers to CEOs, at Fortune 500 companies, representing a variety of industries (accounting, aerospace, banking, digital imaging, energy, entertainment, food service, health care, medical, retail, technology, and telecommunication) identified 8 key success factors (i.e., qualities that promote upward mobility in the management hierarchy): cultural acumen, rules of success, leadership branding, communication, social decorum, leadership aspiration, career determinism, and cultural inclusion. Each success factor was defined, along with identification of its key issues, causes, consequences, and actions taken for cultivating the success factors. Results offer guidance for individual leadership development and for organizations to develop culture-specific leadership interventions that complement current mainstream training approaches. (PsycINFO Database Record (c) 2017 APA, all rights reserved) What is the public significance of this article?—First of its kind qualitative study with 39 executives (middle managers to CEOs) identified 8 key success factors of Asian American leaders (i.e., qualities that promote upward mobility): cultural acumen, rules of success, leadership branding, communication, social decorum, leadership aspiration, career determinism, and cultural inclusion. Results offer guidance for individual leadership development and for organizations to develop culture-specific leadership interventions that complement current mainstream training approaches. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
2016
-
(2016): Vom Umgang mit eigenen und fremden Machten in der Fuhrung
Abstract: Erganzend zur emotionalen Kompetenz wird der Begriff der Machtkompetenz als eine aktuelle Anforderung an Fuhrungskrafte eingefuhrt und entwickelt. Machtkompetenz wird gerade in bewegten Zeiten fur besonders notwendig erachtet. Sechs Konzepte aus der einschlagigen Literatur zum Thema Macht werden vorgestellt als Hilfestellung fur die Reflexion des Themas im Kontext von Fuhrungskrafte-Coachings: (1) Motivstrukturen von Fuhrungskraften, (2) Entwicklungsstadien des Machtmotivs, (3) personliche Glaubenssatze, (4) vier Machtverhaltensstile, (5) subjektive Machtbasen, (6) genderspezifische Aspekte.
-
(2016): Cooperating without Co-laboring. In: Administrative Science Quarterly 62 (1), S. 179-214. DOI: 10.1177/0001839216655090
DOI: https://doi.org/10.1177/0001839216655090 Abstract: I examine how different distributions of ownership and governance rights in firms affect the optimal organization of cross-functional project teams for knowledge-intensive work. I analyze multi-method data from two competing automated manufacturing equipment engineering firms with contrasting formal power structures, one a worker cooperative with ownership and governance rights distributed across occupations and the other a conventional firm with ownership and governance rights concentrated in the hands of several senior workers in one occupational group. Contrary to prior research, my findings suggest that when collective tasks are uncertain and complex, the benefits of cross-functional interactions depend on organizations’ formal power structure: cross-functional interactions improve teams’ productivity in the context of concentrated ownership and governance rights but not when ownership and governance rights are widely distributed among workers. Fieldwork at the tw o firms revealed three mechanisms by which dispersed formal power decreases the productivity benefits of cross-functional interaction: it reduces status distinctions among team members, increasing the labor hours required to resolve conflicts; boosts participation in oversight and coordination processes outside teams so that workers have more access to information and less need for cross-functional interactions; and increases the distribution of knowledge-management technology, which increases workers’ autonomy and reduces the value of cross-functional interactions. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
2012
-
(2012): Macht und Führung. In: Gruppendynamik und Organisationsberatung 43 (2), S. 189-204. DOI: 10.1007/s11612-012-0177-8
DOI: https://doi.org/10.1007/s11612-012-0177-8 Abstract: The article highlights the relation between leadership and power in organizations. Paradoxes and dilemmas related to the power endowment of the leadership role are analyzed from a systems-theory perspective. The article closes with recommendations for the shaping of the supervisor role. (PsycINFO Database Record (c) 2016 APA, all rights reserved) zitiert von 3
2002
-
(2002): Geschlechtsstereotype Wahrnehmung von Führungskräften. In: Wirtschaftspsychologie 4 (1), S. 35-40. DOI: 10.7892/BORIS.75311
Abstract: In Bezug auf Führung werden Frauen, die die gleichen Qualitäten und Verhaltensweisen aufweisen wie Männer, anders wahrgenommen, weil der Prototyp der erfolgreichen Führungskraft in der Fremdwahrnehmung stärker mit dem männlichen als mit dem weiblichen Geschlechtsstereotyp korreliert ist. Die in dem Beitrag im Überblick vorgestellten empirischen Untersuchungen bestätigen dieses sogenannte think-manager-think-male-Phänomen. Während sich in der Selbstwahrnehmung von weiblichen und männlichen (zukünftigen) Führungskräften keine derartigen geschlechtsstereotypen Zuschreibungen finden, zeigt sich in den vorgestellten Studien zur Fremdwahrnehmung, dass das Geschlecht einer Stimulusperson die ihr zugeschriebenen Führungseigenschaften beeinflusst, insbesondere dann, wenn die befragten Personen sich eines solchen potentiellen Einflusses gar nicht bewusst sind. Nach den vorliegenden Ergebnissen beeinflussen des weiteren gerade subtilere mit Geschlecht assoziierte Hinweisreize wie die körperliche Erscheinung oder das benutzte Parfüm einer Person die Zuschreibung von Führungseigenschaften im o.g. Sinne
- <<
- <
- 1