Alle Publikationen
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2018
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(2018): Looking beyond - socialization tactics. The role of human resource systems in the socialization process. In: Human Resource Management Review 28 (2), S. 220-233. DOI: 10.1016/j.hrmr.2017.06.004
Abstract: Previous research questions whether the association between socialization tactics and human resource systems has been properly explored. Based on theory, we present a framework that links socialization tactics and human resource systems for various groups of newcomers. In doing so, we contribute to academic theory by exploring the under-researched areas of the content and context of socialization tactics, while illustrating helpful practices to retain key newcomers in organizations. The article provides new insights into socialization tactics and human resource systems by bridging the two theoretical areas, opening up this conceptual space for examination by organizational scholars. We also discuss the theoretical and practical implications for human resource scholars and practitioners accordingly. zitiert von 3
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(2018): Keep calm and carry on (ethically). Durable moral courage in the workplace. In: Human Resource Management Review 28 (2), S. 116-130. DOI: 10.1016/j.hrmr.2017.05.011
Abstract: We develop a model of factors that enable morally courageous actors to carry on even after encountering organizational opposition. The model specifies that durable moral courage facilitates continued moral action and that demoralization inhibits it, and presents the perceived manageability of the organizational response as a factor affecting the extent to which an actor experiences durable moral courage and/or demoralization. It is proposed that moral efficacy, hardiness, and planning for endurance insulate the actor before an act of moral courage, by enhancing the perceived manageability of the organizational response; and that emotional self-regulation fortifies the actor by enhancing the perceived manageability of that response once it comes. It is also posited that moral efficacy and hardiness contribute directly to durable moral courage, hardiness and planning for endurance increase durable moral courage by promoting moral efficacy, and emotional self-regulation augments planning for endurance. Implications for research and practice are offered. zitiert von: 2
2017
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(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)
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(2017): Employee conscientiousness, agreeableness, and supervisor justice rule compliance. A three-study investigation. In: The Journal of applied psychology 102 (11), S. 1564-1589. DOI: 10.1037/apl0000248
DOI: https://doi.org/10.1037/apl0000248 Abstract: Researchers have paid limited attention to what makes organizational authority figures decide to treat their employees either justly or unjustly. Drawing from the actor-focused model of justice, as well as the stereotype content model, we argue that employee conscientiousness and agreeableness can impact the extent to which supervisors adhere to normative rules for distributive, procedural, informational, and interpersonal justice, as a result of supervisors' evaluations of their employees' effort and their liking of the employees. Supervisory compliance with justice rules may, in turn, impact the extent to which employees judge themselves to be treated either justly or unjustly. We tested these possibilities in 3 studies. In Study 1, we utilized a meta-analysis to demonstrate positive relationships between employees' conscientiousness, agreeableness, and their justice perceptions. In Study 2, we conducted 3 experiments to test the causal relationship between employee personality and supervisor intentions to comply with justice rules. In Study 3, we conducted an employee-supervisor dyadic field survey to examine the entire mediation model. Results are discussed in terms of the potential roles that both employees and supervisors may play in shaping employees' justice perceptions. (PsycINFO Database Record zitiert von 1
2016
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(2016): Does HRD have a moral duty to respond to matters of social injustice?. In: Human Resource Development International 21 (1), S. 3-11. DOI: 10.1080/13678868.2017.1344419
DOI: https://doi.org/10.1080/13678868.2017.1344419 Abstract: The purpose of this article is to question whether or not social injustice should matter to human resource development (HRD). The goal is to invoke a sense of moral agency and responsiveness within the HRD community for having more candid and open conversations about social injustice and the lived experiences of marginalized individuals. In this article, a social justice paradigm will be suggested as a dedicated platform for studying social justice as a necessary outcome of social injustice. Organizational social justice will be introduced as a progressive workplace norm that envisions an equal balance of social justice outcomes for all members in organizations and places of work. (PsycINFO Database Record (c) 2018 APA, all rights reserved) zitiert von: 1
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(2016): Fairness Means More to Some Than Others. In: Journal of Management 43 (2), S. 293-318. DOI: 10.1177/0149206314527132
DOI: https://doi.org/10.1177/0149206314527132 Abstract: We examined when job embeddedness might serve as a boundary condition between interactional fairness and employee behavior. Specifically, we explored whether elements of affective attachment associated with job embeddedness moderated relations of supervisors’ interactional fairness with citizenship behavior and production deviance. Results from a field and a scenario study supported the idea that interactional fairness exerts a stronger effect on these outcomes for employees embedded in their jobs than for their less attached coworkers. We found this result even after controlling for turnover intent. Practical implications and directions for future research are discussed. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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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): Ein bisschen Wut tut gut - warum Manager moralisch motivierte Wut ernst nehmen sollten. In: Wirtschaftspsychologie aktuell 23 (1), S. 57-60
Abstract: Es wird die Wut im Arbeitsleben als alltagliches Phanomen und normale Begleiterscheinung bei Interaktionsprozessen zwischen Individuen erortert. Dabei geht es vor allem um den sensiblen Umgang von Fuhrungskraften mit Emotionen von Mitarbeitern. Haufig handelt es sich dabei um prosoziale oder moralisch motivierte Wut (MMW), die sich von herkommlicher Wut unterscheidet. Die MMW ist eine Emotion, die ein Fehlverhalten bewertet, um es dann verantwortungsbewusst zu korrigieren. In diesem Sinne ist MMW ein erregter Gemutszustand, der durch die Verletzung moralischer Standards hervorgerufen wird, andere mehr betrifft als das handelnde Individuum selbst und ein Korrekturverhalten nach sich zieht, selbst wenn es fur dieses Individuum ein Risiko darstellt. Dafur werden zwei Praxisbeispiele (Der Fall Edward Snowden und der VW-Abgasskandal) zitiert und am Beispiel des Films "Die zwolf Geschworenen"wird aufgezeigt, wie Handeln durch MMW beeinflusst wird. Fur Fuhrungskrafte ist es wichtig, verschiedene Arten der Wut zu erkennen und zwischen Wut als Personlichkeitsmerkmal (trait anger) und situationsbedingte Emotion (state anger) zu differenzieren. Nur so konnen Warnsignale von MMW erkannt und richtig eingeordnet werden.
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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): 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): Justice, Fairness, and Employee Reactions. In: Annual Review of Organizational Psychology and Organizational Behavior 2 (1), S. 75-99. DOI: 10.1146/annurev-orgpsych-032414-111457
DOI: https://doi.org/10.1146/annurev-orgpsych-032414-111457 Abstract: Of all the issues that employees consider in organizational life, justice and fairness are among the most salient. Justice reflects the perceived adherence to rules that represent appropriateness in decision contexts (e.g., equity, consistency, respect, truthfulness). Fairness reflects a more global perception of appropriateness that lies downstream of justice. Our review integrates justice theories (fairness heuristic theory, the relational model, the group engagement model, fairness theory, deonance theory, uncertainty management theory) and broader theories (social exchange theory, affective events theory) to examine three questions: (a) Why do employees think about justice issues in the first place? (b) how do employees form fairness perceptions? and (c) how do employees react to those perceptions? We close by describing how justice and fairness can be managed in organizations, especially given new technological trends in how people work. (PsycINFO Database Record (c) 2017 AP A, all rights reserved)
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(2015): Emotional and social intelligence. A study of interpersonal, intrapersonal, social awareness, and social facility skills of information technology professionals in higher education. ProQuest Information & Learning, US.
Abstract: Technology is exponentially growing at a rapid pace across all industries, including higher education. Those who support these technologies, information technology (IT) professionals, are susceptible to job pressure factors, such as stress, due to labor shortages and a need for more communication with people other than IT professionals across campuses. This raises concern about their ability to interact according to emotional intelligence (EI). Very little is known about two EI aspects of IT professionals (interpersonal and intrapersonal skills) and their relationship to professional roles. The purpose of the study was to examine the relationships between various roles of IT professionals in higher education and their interpersonal and intrapersonal skills of EI. The study employed an ex-post facto design. The independent variable consisted of IT personnel's professional roles, education, and social intelligence. The dependent variable was emotional intelligence, consisting of interpersonal and intrapersonal EI. Data were analyzed according to t-test, ANOVA, and correlation statistics. The participants were IT professionals at 20 four-year public universities in the Texas A&M and University of Texas systems. There were 94 IT professionals who participated in the study. The findings showed that IT professionals with a degree in technology had lower stress levels and lower self-esteem than IT professionals whose degree was in business. However, there were no statistical differences in IE among IT professionals as it related to job titles, number of years on the job, or highest degree earned. Further analyses revealed social intelligence was correlated to emotional intelligence, although the relationship was weak. The study showed that IT professional are socially awkward. Since results revealed that as social intelligence decreased so did their emotional intelligence, IT leaders should be cautious about which IT professionals they want to interact directly with students, staff, faculty, and administrators. Furthermore, IT departments may need to change hiring practices. Those IT professionals who have technical expertise coupled with good people skills can be called upon to interact with other campus personnel. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
2014
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(2014): The Psychology of Human Leadership. How To Develop Charisma and Authority. Berlin, Heidelberg: Springer Berlin Heidelberg, Imprint, Springer
Abstract: The book seamlessly links fundamental insights and practical approaches to address the most important leadership problems and challenges. Each of the 11 chapters takes a close look at a specific leadership aspect and explains how to develop personal leadership qualities, such as charisma, the ability to motivate others, assertiveness, and how to overcome crises and conflicts to create new structures. Ethical questions and possible negative developments in connection with leadership and power are also examined. Unlike conventional leadership manuals, this book on leadership goes beyond the standard 'recipes' and models by providing clear trains of thought as well as a psychological and philosophical basis, and by focusing on major achievements in terms of leadership, it creates a more profound understanding and holistic view of the subject of leadership, while promoting a genuine fascination for it.
2013
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(2013) : Wertschätzung im Betrieb: Weshalb sie oft vermisst wird und mögliche Beiträge zu ihrem Zustandekommen In: Schweitzer, Jochen: Systemisches Demografiemanagement: Wie kommt Neues zum Älterwerden ins Unternehmen?: [s.l.]: Springer-Verlag Berlin Heidelberg, S. 87-104
Abstract: Ausgehend von der Feststellung, dass einerseits Wertschätzung häufig als wichtiger Aspekt der Mitarbeiterführung angesehen wird und dass andererseits fast noch häufiger vom Fehlen dieser Wertschätzung berichtet wird, wird der Frage nach den Gründen für dieses "Wertschätzungsparadox" nachgegangen, und es wird erörtert, wie Führungskräfte und Berater in Unternehmen damit umgehen können. Basierend auf Interviews und Gruppendiskussionen wird zunächst erkundet, was Mitarbeiter in Unternehmen überhaupt als Wertschätzung empfinden ("Woran würden Sie merken, dass Sie wertgeschätzt werden?"). Hier werden die individuellen Erwartungen der Organisationsmitglieder offengelegt. In der Konfrontation mit Gedanken aus N. Luhmanns Organisationstheorie wird ersichtlich, an welcher Stelle Konflikte entstehen und Enttäuschungen vorprogrammiert sind. Daraus lassen sich unmittelbar Konsequenzen für die organisationale Praxis ableiten. Die zweite Perspektive analysiert die kommunikativen Folgen des proklamierten Wertschätzungsdefizits. Gerade für das Coaching von Führungskräften, Teamberatungen und Supervisionsaufträge wird diese Perspektive für bedeutsam erachtet. zitiert von 4
2012
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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)
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(2012): Examining the Impact of Socialization Through Trust. In: Journal of personnel psychology 11 (4), S. 191-198. DOI: 10.1027/1866-5888/a000072
Abstract: Past research on newcomer socialization practices has focused on how such practices influence employee attitudes through increased job knowledge and role clarity. However, to date, no research has examined organizational trust as a mechanism through which socialization influences employee attitudes. We suggest that socialization serves as a signal to new employees regarding the treatment they are likely to receive from the organization, thus leading to increased organizational trust and positive job attitudes. In this three-wave study, we examine the relations among institutionalized socialization, organizational trust, and job attitudes. Our results indicate that trust functions as a mediator between institutionalized socialization tactics and job satisfaction and affective commitment. zitiert von 10
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(2012): Wirtschafts- und Unternehmensethik im Finanzsystem. Das Modell der ethikorientierten Führung. 1. Aufl.. Stuttgart: Steinbeis-Ed (Finethikon)
Abstract: Das Modell der ethikorientierten Führung wird vorgestellt als Antwort auf die Frage, wie gute Führung aussehen sollte. Gemäß diesem Modell zeichnet sich gute Führung dadurch aus, dass genuin moralische Werte neben nicht-genuin moralischen Werten die Entscheidungen und Handlungen von Führungskräften leiten und prägen. Dies gilt sowohl im Hinblick auf Aufgaben der Unternehmensführung, als auch im Hinblick auf Aufgaben der Mitarbeiterführung. Als Beispiele genuin moralischer Werte werden die Achtung der Menschenwürde, die Ermöglichung von Mündigkeit, der Schutz der Gleichheit, die Sorge um Gerechtigkeit, das Streben nach Nachhaltigkeit und gelebte Toleranz genannt, Leistungs-, Gewinn- und Innovationsstreben sowie Kundenorientierung sind Beispiele nicht-genuin moralischer Werte. Das Zusammenspiel von genuin moralischen und nicht-genuin moralischen Werten wird erörtert. Des Weiteren wird der Zusammenhang zwischen ethikorientierter Führung und klassischen Führungsstilen, wie dem partnerschaftlich-demokratischen, dem autoritativen und dem laissez-faire, erläutert. Abschließend wird der Frage nachgegangen, ob und wie man ethikorientierte Führung vermitteln und erlernen kann. Zusammenfassend wird festgehalten, dass ethikorientierte Führungskräfte immer auf die Vereinbarkeit ihrer Handlungen mit moralischen Forderungen achten, so dass sie im Konfliktfall auf eine Handlung verzichten, auch wenn sie einen nicht-genuin moralischen Wert maximieren würde. Sie spielen ihre Mitarbeiterinnen und Mitarbeiter nicht gegeneinander aus, setzen sie nicht unter Druck oder halten sie bewusst klein. Sie verfolgen keine Ziele, die sie nicht offen kommunizieren.
2010
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(2010): Die interkulturelle Kompetenz im internationalen Human Resource Management. Eine konfirmatorische Evaluation. Zugl.: Regensburg, Univ., Diss., 2010. 1. Aufl.. Lohmar: Eul
Abstract: Im Zuge globaler Trends prägt die interkulturelle Zusammenarbeit in Erscheinungsformen wie multikulturellen Teams, internationalen Firmenkooperationen oder Auslandsentsendungen längst den beruflichen Alltag. Häufig bleibt die erhoffte Wertschöpfung internationaler Verflechtungen aufgrund kulturbedingter Konflikte der beteiligten Parteien jedoch hinter den Erwartungen zurück. Die Interkulturelle Kompetenz – interkulturelle Fertigkeiten, Fähigkeiten und Eigenschaften, die ein erfolgreiches Interagieren mit fremdkulturellen Personen ermöglichen – wird daher als erfolgskritische Variable interkultureller Zusammenarbeit und Schlüsselqualifikation aller Mitarbeiter an internationalen Schnittstellen erachtet. Im Rahmen der Auswahl und Förderung von Mitarbeitern für internationale Aufgaben in der Praxis des Internationalen Human Resource Management vieler Unternehmen wird die Interkulturelle Kompetenz jedoch nur unzureichend berücksichtigt. Eine Ursache hierfür ist in dem spärlichen Bestand wissenschaftlich fundierter Instrumente zur Erfassung interkulturellen Potenzials zu sehen. Zudem ist die Wissenschaft auch nach über 50 Jahren intensiver Forschung weit davon entfernt, den Personalverantwortlichen ein empirisch validiertes Modell Interkultureller Kompetenz zu präsentieren. Vor diesem Hintergrund verfolgt das Buch zwei Ziele und spricht so gleichermaßen Personalverantwortliche wie Wissenschaftler des Forschungsfeldes an: Die Autorin validiert und diskutiert diverse Selbstbeurteilungsfragebogen und eine Fremdbeurteilung Interkultureller Kompetenz über ein Interkulturelles Assessment Center in ihrer Eignung für die internationale Personalauswahl. Zudem analysiert sie konfirmatorisch Konstruktbestandteile Interkultureller Kompetenz, die als Kernstück des Werkes über eine Integration der Teilbefunde in eine kausalanalytische Evaluation eines Gesamtmodells Interkultureller Kompetenz münden.
2007
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(2007): Emotional and interpersonal competencies and leader development. In: Human Resource Management Review 17 (4), S. 418-426. DOI: 10.1016/j.hrmr.2007.08.008
DOI: https://doi.org/10.1016/j.hrmr.2007.08.008 Abstract: A variety of recent leader development programs have focused on improving leaders' emotional and interpersonal competencies. Decades of leadership research suggest that these “people skills” are crucial for leader effectiveness. This paper reviews the history of these leader development programs as well as research on emotional and interpersonal competencies. Suggestions for grounding leader development programs in sound research on emotional and social competencies, as well as an agenda for future research on the development of leader emotional and interpersonal skills, are provided.
2006
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(2006): Soziale Kompetenz und Emotionale Intelligenz. In: Qualitätssicherung und Evaluation in Personalauswahl und Eignungsbeurteilung. Riezlern-Reader XV, S. 176-191
Abstract: Die gesellschaftlichen Veränderungen stellen hohe Anforderungen an die Anpassung eines Menschen an seine soziale Umwelt. In diesem Zusammenhang, auch im Berufsleben, sind die Konstrukte Soziale Kompetenz und Emotionale Intelligenz von Bedeutung. Soziale Kompetenz wird dabei definiert als das Bestreben einer möglichst gleichmäßigen Verwirklichung der Interessen aller beteiligten Personen. Die Ausführungen zu diesem Konstrukt beziehen sich u. a. auf: Definition und Abgrenzung, Strukturen, Modelle über die Entstehung von gezielt sozial kompetentem Verhalten, verwandte Begriffe (Soziale Intelligenz, Interpersonale Kompetenz). Emotionale Intelligenz ist letztlich ein Unterbereich der Sozialen Kompetenz und bezieht sich auf den Gesichtspunkt des Gefühls im sozialen Kontext. Die Ausführungen zu diesem Konstrukt beziehen sich auf: Definition, gebräuchliche Erhebungsverfahren (Fragebogenverfahren, Rollenspiele, "In vivo" Test, Videotechniken und computergestützte Verfahren). Vorteile und mögliche Einschränkungen der Verfahrensarten werden ausführlich diskutiert.
Keywords: definition & models & assessment methods, Emotional Control, Emotional Intelligence, Emotionale Intelligenz, Emotionale Kontrolle, Empirical Methods, Empirische Methoden, Intelligence, Intelligenz, Measurement, Messung, Methodik, Personalmanagement, Psychometrics & Statistics & Methodology, Psychometrie, social competence & emotional intelligence as socially important constructs, Social intelligence, social psychology, Social Skills, Soziale Fertigkeiten, Soziale Intelligenz, Sozialpsychologie, Statistik, Wirtschaftspsychologie 1998
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Ardelt-Gattinger, Elisabeth; Lechner, Hans; Schlögl, Walter (Hg.) (1998): Gruppendynamik. Anspruch und Wirklichkeit der Arbeit in Gruppen. Göttingen: Verl. für Angewandte Psychologie (Schriftenreihe Psychologie für das Personalmanagement)
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