Alle Publikationen
2018
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(2018): Social and emotional intelligence process-driven training. Liautaud Institute and servant leadership. ProQuest Information & Learning, US.
Abstract: Due to flattened organizations, market volatility, and globalization there is a need for socially and emotionally intelligent leaders to nurture and empower teams for organizational success. There is a disconnect between the learning programs provided for leaders by organizations and learning that focuses upon social and emotional intelligence learning. There are many programs advertised via the Internet that purport to increase social and emotional intelligence in participants but lack the scholarly research that may prove or disprove their claims. This study homed in upon the process-driven training program created by the Liautaud Institute of the University of Illinois quantitatively evaluating their archived data of pre-and post PDT self-surveys by leader participants and pre-and post PDT surveys of their direct reports. After correcting for self-selection bias our findings revealed significant problems with the data and our assumptions. The further implications of this study contributed to existing theory and offer recommendations for future studies. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
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(2018): Highly identified power-holders feel responsible. The interplay between social identification and social power within groups. In: The British journal of social psychology 57 (1), S. 112-129. DOI: 10.1111/bjso.12225
DOI: http://www.ncbi.nlm.nih.gov/pubmed/28983928 Abstract: Power relations affect dynamics within groups. Power-holders' decisions not only determine their personal outcomes, but also the outcomes of others in the group that they control. Yet, power-holders often tend to overlook this responsibility to take care of collective interests. The present research investigated how social identification - with the group to which both the powerful and the powerless belong - alters perceived responsibility among power-holders (and the powerless). Combining research on social power and social identity, we argue that power-holders perceive more responsibility than the powerless when strongly (rather than when weakly) identifying with the group. A study among leaders and an experiment supported this, highlighting that although power-holders are often primarily concerned about personal outcomes, they do feel responsible for considering others' interests when these others are included in the (social) self.
2017
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(2017): Leader social accounts of subordinates' unethical behavior. Examining observer reactions to leader social accounts with moral disengagement language. In: The Journal of applied psychology 102 (10), S. 1448-1461. DOI: 10.1037/apl0000233
DOI: http://www.ncbi.nlm.nih.gov/pubmed/28493747 Abstract: When providing social accounts (Sitkin & Bies, 1993) for the unethical conduct of subordinates, leaders may use language consistent with cognitive strategies described by Bandura (1991, 1999) in his work on moral disengagement. That is, leader's social accounts may reframe or reconstrue subordinates' unethical conduct such that it appears less reprehensible. We predict observers will respond negatively to leaders when they use moral disengagement language within social accounts and, specifically, observers will ostracize these leaders. In addition, we predict that observer moral disengagement propensity moderates this effect, such that the relationship between leaders' use of moral disengagement language within a social account and ostracism is stronger when observer moral disengagement propensity is lower versus higher. Finally, we predict that the reason why observers ostracize the leader is because observers perceive the leader's social account with moral disengagement language as unethical. Thus, perceived leader social account ethicality is predicted to mediate the interaction effect of leader's use of moral disengagement language within social accounts and observer moral disengagement propensity on ostracism. Results from an experiment and field study support our predictions. Implications for theory and practice are discussed. (PsycINFO Database Record
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(2017): The Relationship between Authoritarian Leadership and Employees' Deviant Workplace Behaviors. The Mediating Effects of Psychological Contract Violation and Organizational Cynicism. In: Frontiers in psychology 8. DOI: 10.3389/fpsyg.2017.00732
DOI: http://www.ncbi.nlm.nih.gov/pubmed/28536550 Abstract: This study investigated the relationship between authoritarian leadership and employees' deviant workplace behaviors (DWB), as well as the mediating effects of psychological contract violation and organizational cynicism. A cross-sectional survey was conducted among 391 manufacturing workers in a northern city of China. Structural equation modeling was performed to test the theory-driven models. The results showed that the relationship between authoritarian leadership and employees' DWB was mediated by organizational cynicism. Moreover, this relationship was also sequentially mediated by psychological contract violation and organizational cynicism. This research unveiled psychological contract violation and organizational cynicism as underlying mechanism that explained the link between authoritarian leadership and employees' DWB. zitiert von 6
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(2017): Stressing the Advantages of Female Leadership Can Place Women at a Disadvantage. In: Social Psychology 48 (1), S. 28-39. DOI: 10.1027/1864-9335/a000292
DOI: https://doi.org/10.1027/1864-9335/a000292 Abstract: Women are still underrepresented in management and men hold the majority of higher positions. Nonetheless, one often-heard claim in popular media is that female people-centered leadership skills (empathy, communication, etc.) are a better match for the business world - especially in the future. Furthermore, a related idea is that women may use this advantage to take over men's dominant position in leadership. Four studies show that such claims paradoxically maintain gender inequality, by undermining support for affirmative action to reduce female underrepresentation in leadership. Where earlier research shows that positive stereotypes can hurt women by suggesting that they are unqualified for leadership, the current findings show that even positive stereotypes that claim that women are particularly well qualified for leadership can hurt women in their chances for gaining leadership positions. Although it is good to highlight the advantages of female leadership, exaggerated and sensationalist claims contribute to a perpetuation of gender inequality.
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Serrat, Olivier (2017): Knowledge Solutions. Tools, Methods, and Approaches to Drive Organizational Performance. Singapore: Springer Open
Abstract: Part 1: Strategy Development -- Part 2: Management Techniques -- Part 3: Collaboration Mechanisms -- Part 4: Knowledge Sharing and Learning -- Part 5: Knowledge Capture and Storage This book is open access under a CC BY-NC 3.0 IGO license. This book comprehensively covers topics in knowledge management and competence in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, as well as knowledge capture and storage. Presented in accessible “chunks,” it includes more than 120 topics that are essential to high-performance organizations. The extensive use of quotes by respected experts juxtaposed with relevant research to counterpoint or lend weight to key concepts; “cheat sheets” that simplify access and reference to individual articles; as well as the grouping of many of these topics under recurrent themes make this book unique. In addition, it provides scalable tried-and-tested tools, method and approaches for improved organizational effectiveness. The research included is particularly useful to knowledge workers engaged in executive leadership; research, analysis and advice; and corporate management and administration. It is a valuable resource for those working in the public, private and third sectors, both in industrialized and developing countries
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(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)
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(2017): Whether power holders construe their power as responsibility or opportunity influences their tendency to take advice from others. In: Journal of Organizational Behavior 38 (7), S. 923-949. DOI: 10.1002/job.2171
Abstract: Investigated different responses that power holders demonstrate in their tendency to take advice depending on the construal of power. A field study was conducted with 49 supervisors (mean age 42 years) and 54 of their subordinates (mean age 36 years) representing a wide range of organizations and industries in Australia, Malaysia, and Israel. A second field study was conducted with 217 individuals (mean age 42 years) in high-power positions in Chile and the Netherlands. A final experiment was performed with 75 Western Europeans (mean age 21 years), in which participants were assigned to a more or less powerful role. Across all three investigations, higher tendencies to take advice were observed among individuals who construed their power as a responsibility as opposed to an opportunity. Furthermore, the impact of construal of power on advice-taking was moderated by a heightened perceived value of advice, but not by decreased confidence in personal judgments or personal sense of power. As a result, openness to advice-taking when power was construed as a responsibility occurred regardless of whether advice was offered by subordinates, expert advisors, or a less powerful person. Future research imperatives include an examination of possible gender differences in the observed effects.
2016
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(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.
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(2016): A descriptive analysis. The role of social intelligence in school leadership. ProQuest Information & Learning, US.
Abstract: Social intelligence plays a crucial role in workplace environments, especially for individuals in leadership positions. The ability to anticipate the responses of others while acting wisely and in a predictive manner is a vital component of this type of intelligence. Principals are in a certain type of leadership position which requires a high degree of social intelligence. This study examined applications of social intelligence and investigated the relationship between an assessment representing this concept and successful leadership traits. The researcher investigated successful campus ratings as associated with social intelligence scores of administrative personnel. The research questions included inquiry regarding the relationship between social intelligence and school success, the role of social intelligence in academic performance, and teacher perceptions regarding leadership characteristics and social skills. A survey was developed to collect data and information regarding background and leadership skills. These factors were examined and analyzed. The instrument applied in this study was a standardized measure of social intelligence. By using social intelligence, leaders may be chosen for positions that will impact education in a positive manner. Future research is planned to continue examination of social intelligence according to the data collected in this study and the predictive value of multiple factors in school success. Applications to higher education are discussed. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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(2016): Promoting fairness in the face of conflict. The moderating effect of social control. In: Leadership & Organization Development Journal 37 (5), S. 593-608. DOI: 10.1108/LODJ-09-2014-0175
DOI: https://doi.org/10.1108/LODJ-09-2014-0175 Abstract: Purpose: The purpose of this paper is to describe how superior-subordinate conflicts stimulate managers to promote fairness. The theory proposes that managers’ efforts to apply social controls (i.e. training and socialization activities that promote emotional connection and value congruence) moderate the influence of superior-subordinate conflicts on managers’ efforts to promote fairness. When conflicts are experienced by managers who apply social controls, those managers increase their efforts to promote fairness. Because managers who apply social controls need subordinates to endorse their directives, they promote fairness in the face of conflict to demonstrate that they manage subordinates in ways that are appropriate and deserving of their cooperation. Design/methodology/approach: These ideas are tested in two studies: a survey of managers and their subordinates and a scenario-based experiment. Findings: The results obtained from these studies demonstrate that whe n manage rs who apply social controls encounter superior-subordinate conflicts, they more actively work to fairly distribute rewards and responsibilities (i.e. promote distributive fairness) and accurately and consistently implement organizational procedures (i.e. promote procedural fairness). Practical implications: This paper demonstrates how managers who are engaged in important sets of behaviors use fairness to address conflicts with their subordinates. Originality/value: By identifying when superior-subordinate conflicts stimulate managers to promote fairness, this paper contributes to research on how individuals use fairness and controls together to maintain their positions of authority within social contexts (e.g. groups, units, organizations). (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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(2016): The evolution of power and the divergence of cooperative norms. In: Journal of Economic Behavior & Organization 126, S. 75-88. DOI: 10.1016/j.jebo.2015.09.002
Abstract: We consider a model of multilevel selection and the evolution of institutions that distribute power in the form of influence in a group's collective interactions with other groups. In the absence of direct group-level interactions, groups with the most cooperative members will outcompete less cooperative groups, while within any group the least cooperative members will be the most successful. Introducing group-level interactions, however, such as raiding or warfare, changes the selective landscape for groups. Our model suggests that as the global population becomes more integrated and the rate of intergroup conflict increases, selection increasingly favors unequally distributed power structures, where individual influence is weighted by acquired resources. The advantage to less democratic groups rests in their ability to facilitate selection for cooperative strategies – involving cooperation both among themselves and with outsiders – in order to produce the resources necessary to fuel their success in inter-group conflicts, while simultaneously selecting for leaders (and corresponding collective behavior) who are unburdened with those same prosocial norms. The coevolution of cooperative social norms and institutions of power facilitates the emergence of a leadership class of the selfish and has implications for theories of inequality, structures of governance, non-cooperative personality traits, and hierarchy. Our findings suggest an amendment to the well-known doctrine of multilevel selection that “Selfishness beats altruism within groups. Altruistic groups beat selfish groups.” In an interconnected world, altruistic groups led by selfish individuals can beat them both. zitiert von 37
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(2016): Lernkultur und Kompetenzentwicklung. In: Personal quarterly 68 (2), S. 6-8
Abstract: Im Gesprach mit Karlheinz Sonntag wird die Bedeutung der Organisationskultur fur die Kompetenzentwicklung von Beschaftigten auf betrieblicher und individueller Ebene beleuchtet. Neben Voraussetzungen einer Erfassung der Lernkultur, die eine Ableitung fundierter Human-Resource-Aktivitaten ermoglicht, werden Wechselwirkungen zwischen Lernkultur und Kompetenzentwicklung betrachtet. Daruber hinaus wird auf die Rolle von Fuhrungskraften bei der Pflege von Lernkultur und der Ausgestaltung forderlicher Lernumgebungen, den Nutzen von Kompetenzmanagementsystemen und notwendige Kompetenzen im Zusammenhang mit einer zunehmenden Flexibilisierung der Arbeitsverhaltnisse eingegangen.
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(2016): When Justice Promotes Injustice. Why Minority Leaders Experience Bias When They Adhere to Interpersonal Justice Rules. In: Academy of Management Journal 59 (4), S. 1150-1173. DOI: 10.5465/amj.2014.0275
DOI: https://doi.org/10.5465/amj.2014.0275 Abstract: Accumulated knowledge on organizational justice leaves little reason to doubt that organizational members benefit when leaders adhere to interpersonal justice rules. However, upon considering how justice behaviors influence subordinates’ cognitive processes, we predict that interpersonal justice has a surprising, unintended negative consequence. Supervisors who violate interpersonal justice rules trigger subordinates to search for reasons why their supervisors are threatening them, causing subordinates to be more attuned to supervisors’ individual characteristics and therefore unlikely to use stereotypes when evaluating them. In contrast, supervisors who adhere to interpersonal justice rules allow subordinates to divert attention away from them, leading subordinates’ judgments of their supervisors to be influenced by stereotypes. Consistent with these predictions, using field data we found that minority supervisors faced bias relative to Caucasian supervisors when s uperviso rs adhered to—but not when they violated—interpersonal justice rules. We replicated this effect in an experiment and established that it is explained by an alternating pattern of stereotype application and inhibition: the stereotype that minority supervisors are more deceitful than Caucasians influenced fairness judgments when supervisors adhered to—but not when they violated—interpersonal justice rules. We then conducted exploratory analyses and identified one factor (unit size) that mitigates this troubling pattern. (PsycINFO Database Record (c) 2017 APA, all rights reserved) zitiert von 5
2015
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(2015): In the moral eye of the beholder. The interactive effects of leader and follower moral identity on perceptions of ethical leadership and LMX quality. In: Frontiers in psychology 6. DOI: 10.3389/fpsyg.2015.01126
DOI: http://www.ncbi.nlm.nih.gov/pubmed/26300820 Abstract: Previous research indicated that leader moral identity (MI; i.e., leaders' self-definition in terms of moral attributes) predicts to what extent followers perceive their leader as ethical (i.e., demonstrating and promoting ethical conduct in the organization). Leadership, however, is a relational process that involves leaders and followers. Building on this understanding, we hypothesized that follower and leader MI (a) interact in predicting whether followers will perceive their leaders as ethical and, as a result, (b) influence followers' perceptions of leader-follower relationship quality. A dyadic field study (N = 101) shows that leader MI is a stronger predictor of followers' perceptions of ethical leadership for followers who are high (vs. low) in MI. Perceptions of ethical leadership in turn predict how the quality of the relationship will be perceived. Hence, whether leader MI translates to perceptions of ethical leadership and of better relationship quality depends on the MI of followers. zitiert von: 10
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(2015) : Group Processes, Social Psychology of In: Wright, James D.: International Encyclopedia of the Social & Behavioral Sciences (Second Edition): Oxford: Elsevier, S. 422-427
Abstract: Groups lie at the core of the human experience. Group processes encompass such a wide range of phenomena that the social psychological study of group processes has many different focuses. The study of group processes, in general, concerns the cognitive and social causes and consequences of human aggregation. This article provides a history and review of group processes research including information on group formation, group performance, and group decision making; of how people are socialized into groups and roles within groups; and of how groups influence their members through persuasion, leadership, and norms.
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(2015): Leadership in small-scale societies. Some implications for theory, research, and practice. In: The Leadership Quarterly 26 (6), S. 978-990. DOI: 10.1016/j.leaqua.2015.10.004
Abstract: Leadership studies concentrate on large-scale societies and organizations with formal hierarchies, large power differences, and diverse membership. Much less is known about leadership in small-scale, homogeneous, and relatively egalitarian societies in which humans have spent most of their existence. We summarize the anthropological literature on leadership from traditional, small-scale societies in terms of (1) the functions and roles of leaders; (2) the traits and behaviors conducive to leader emergence and effectiveness; and (3) the motivations and incentives to assume leadership positions. We address how studies of leadership in small-scale societies inform theory development. By viewing leadership and followership in light of our evolutionary history in small-scale societies, we shed new light on outstanding questions in leadership research and on challenges for leadership practice. zitiert von 22
Keywords: ANTHROPOLOGY, Evolution, Followership, Führung, Leadership, POWER, science direct, Small-scale society -
(2015): Gender at Work. A Social Psychological Perspective. 1st, New ed.. New York: Peter Lang Inc., International Academic Publishers (Language as social action)
Abstract: While many women receive equal education, such equality is nowhere in sight when it comes to women's and men's career success: men still earn significantly more than women and are more likely to be promoted. In this book, the authors offer a state of the art review of applied social-psychological research on gender at work, shedding light on all the different ways that work-related perceptions, attributions, outcomes, and the like differ for women and men. Focusing on domains (e.g., engineering) and positions (e.g., leadership) that are marked by women's underrepresentation, the first part of the book looks at gender at work in terms of stereotypes, attitudes, and social roles, including parenthood, while the second part takes a social identity and communication perspective, exploring the situations in which men and women interact at work. Many chapters focus on applied questions, such as career choice, effects of role models, and sexual harassment at work. Theories and findings are applied to these topics, with conclusions and recommendations drawn throughout the book zitiert von 10
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(2015): Dynamic Interactions of Agency in Leadership (DIAL). An Integrative Framework for Analysing Agency in Sustainability Leadership. In: Journal of Business Ethics 126 (4), S. 649-662. DOI: 10.1007/s10551-013-1977-7
Abstract: This article investigates agency as a way of being and acting in sustainability leadership. Our primary aim is to enhance understanding of agentic strategies that facilitate transcending systemic complexities in sustainability leadership. We make a distinction in our analytical approach by drawing from Emirbayer and Mische's (Am J Sociol 103:41, 1998) conceptualisation of agency as 'an interactive process of reflexive transformation and relational pragmatics, a temporally embedded process of social engagement, informed by the past, oriented towards the future and enacted in the present' (p. 963). We add ontological sources of agency to these dynamics which interact with habit, imagination, judgement and learning in the transformation of social systems. This approach underpins our model 'Dynamic Interactions of Agency in Leadership' (DIAL), an integrative framework for analysing agency in sustainability leadership. We examine the efficacy of our framework in higher education initiatives in which sustainability aspirations, aims and actions are envisioned, articulated and mobilised. We conclude by offering further avenues of research in sustainability leadership designed to advance this burgeoning field and contribute to bridging the gap between sustainability challenges and our abilities to solve them.
2014
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(2014): Tracking managerial conflict adaptivity. Introducing a dynamic measure of adaptive conflict management in organizations. In: Journal of Organizational Behavior 35 (7), S. 945-968. DOI: 10.1002/job.1935
Abstract: Since Darwin, adaptation to change has been associated with survival and fit. Yet, despite this, leaders and managers often get stuck in dominating approaches to conflict, and few scholars have examined the role of adaptation in managing conflicts effectively over time and across changing situations. The goal of this paper is threefold. First, we develop a new measure for assessing conflict adaptivity of managers [the Managerial Conflict Adaptivity Assessment (MCAA)], based on a situated model of conflict in social relations. We define conflict adaptivity as the capacity to respond to different conflict situations in accordance with the demands specified by the situation. The measure consists of 15 distinct work-conflict scenarios and provides five behavioral response options, which represent five primary strategies employed in conflict. Individuals who tend to respond to the conflicts in a manner consistent with the situations provided are considered to be more adaptive. Second, we test and find that managerial conflict adaptivity is related to higher levels of satisfaction with conflict processes at work as well as higher levels of well-being at work. Third, we test the MCAA's construct validity and provide evidence that the MCAA is positively related to behavioral flexibility and self-efficacy.
Keywords: adaptation, adaptivity, Anpassung, BEHAVIOR, complexity, CONSEQUENCES, CONSTRUCT-VALIDITY, economics, Leadership, MCAA (Management Conflict Adaptivity Assessment) AP Skala (Adaptive Performance) - Anpassungsfähigkeit als Kriterium sozial angemessenen Handelns, model, NEGOTIATION, POWER, SELF-EFFICACY -
(2014): Fuhrung und Macht. Warum Einflussnahme erfolgreicher ist. In: Wirtschaftspsychologie aktuell 21 (1), S. 28-32
Abstract: Die positiven und negativen Auswirkungen von Macht in Fuhrungspositionen auf die Zusammmenarbeit und die Produktivitat in hierarchisch organisierten Unternehmen werden dikutiert. Zunnachst erfolgt eine nahere Bestimmung des Fuhrungsbegriffs anhand der Abgrenzung von Machtausubung gegenuber Einflussnahme. Es wird die Auffassung vertreten, dass die gefuhlsbestimmte Wahrnehmung und Informationsverarbeitung aller sozialen Sachverhalte auf drei sozio-emotionalen Dimensionen beruht, der Gemeinschaft (Valenz), der Macht (Dominanz) und der Aktivierung (Erregung). Unterschiedliche Wirkungen von Einflussnahme und Machtausubung werden erortert. Im Anschluss werden Grunde fur die seltene Anwendung von kooperativer Fuhrung in der Praxis erlautert. Drei Dynamiken werden hier als relevant erachtet: (1) Korrumpierung durch Macht, (2) Streben nach mehr Macht verbunden mit Machtkampfen und (3) die Erwartung, dass Fuhrungskrafte in Wissen und Fertigkeiten den Untergebenen uberlegen sind. Abschliessend werden Hinweise zur Praxis positiver Fuhrung ohne Einfluss der drei genannten Dynamiken gegeben.
2013
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(2013): Respectful Language. In: Journal of Psychological Issues in Organizational Culture 3 (S1), S. 115-132. DOI: 10.1002/jpoc.21103
Abstract: This article outlines key ideas from a small‐scale piece of research undertaken as a study for a dissertation into language use in learning organizations. The inquiry focuses on how language use may be used in reflection when understood as ethical leadership action. Anecdotal evidence suggested that an eye on the bottom line and a compliance approach imposed by legislation during a period of recession had a negative effect on dialogue, with exchanges being less courteous and less generous during daily dealings. The aim of this study was to find out what professionals working in the field of learning and development understand the term respectful language to mean. The study explored theories based on reflection and drawn on experience. It modeled ethical practice by way of presenting the ideas of a diverse community of practice. The findings are presented as an interpretation based on rich narratives, which practitioners may find useful to aid their dialogue in a tough economic climate. (PsycINFO Database Record (c) 2016 APA, all rights reserved) zitiert von 1
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(2013): Review of Professional civility. Communicative virtue at work. In: Journal of Business Ethics 115 (3), S. 645-649
Abstract: Reviews the book, Professional Civility: Communicative Virtue at Work by J. M. H. Fritz (2013). In this book author argues for professional civility in the workplace at a time in human history when professional standards and public decorum often evade ethical responsibilities in everyday work environments. Fritz provides a case for a practical communicative virtue that opens to interdisciplinary, philosophical grounding, practical applications, and fitting responses to contemporary ethical issues in the workplace. This review explores Fritz’s case for professional civility first by illuminating what she identifies as the need for a return to communicative virtue at work, second by summarizing each chapter through a common lens by identifying chapter arguments and main metaphors, and thirdly, this review identifies the significance of this book to various fields of knowledge, making an argument that this book is applicable not only in the communication domain but also in business and professional studies, leadership studies, and philosophy and ethics. This is is a remarkable work that provides a significant opening for applied philosophical and ethical literature as well as offering practical understanding and guidance for communicative, business, and leadership practices. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
Keywords: Arbeits - und Organisationspsychologie, BUSINESS, business ethics, communicative virtue, decorum, ethical practices, Führung, Historie, Leadership, leadership practices, Organizational behavior, Organizational Climate, Philosophie, professional civility, Professionalism, Virtue, workplace environments 2012
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(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
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(2012): The intersection of justice and leadership. Testing a moderation model of contingent reward and interpersonal fairness. In: European Management Journal 30 (6), S. 490-498. DOI: 10.1016/j.emj.2012.03.003
DOI: https://doi.org/10.1016/j.emj.2012.03.003 Abstract: Previous studies show the positive impact of contingent reward on satisfaction, but few have examined moderators of this effect. We theorized that interpersonal fairness—treating people with dignity and respect—moderates the contingent reward effect because it creates the situation in which followers can positively engage with contingent reward efforts from their leaders. We therefore examined how interpersonal fairness moderates the contingent reward effect, finding that the positive impact of contingent rewards is stronger as interpersonal fairness increases. The implication of the finding is that using contingent rewards may only be effective when implemented in a polite, respectful manner represented by interpersonal fairness. (PsycINFO Database Record (c) 2016 APA, all rights reserved)