Alle Publikationen
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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): 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.
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(2017): Ethical leadership and pro-social rule breaking. A dual process model. In: Acta Psychologica Sinica 49 (1). DOI: 10.3724/SP.J.1041.2017.00106
DOI: https://doi.org/10.3724/SP.J.1041.2017.00106 Abstract: Pro-social rule breaking (PSRB), as one form of constructive deviance, is receiving increasing attention from researchers, yet surprisingly our knowledge of the antecedents of PSRB is fairly limited. Although the effects of personal traits on PSRB are well discussed in the literature, we know little about how contextual factors in the work environment, such as leadership style, shape PSRB. The current study aims to address this research gap by examining the relationship between ethical leadership and PSRB. Specifically, drawing from the social information processing theory, we propose a dual process model that ethical leadership enhances employees' PSRB via psychological safety and job autonomy. We further investigate the moderating effect of employees' risk taking propensity in the model. The participants were recruited from four organizations in three cities of China (i.e., Beijing, Shanghai, and Dalian). The data was collected at two time points to avoid the common met hod bias . At Time 1, ethical leadership, psychological safety, job autonomy, and risk taking propensity were measured. At Time 2, that is, one month later, participants' PSRB behavior was assessed. The final sample size was 241. We used SPSS 22.0 and Mplus 6.12 to analyse the data. First, we assessed the discriminant validity of the key variables through a series of confirmatory factor analyses (CPAs) and examined the common method variance. Afterwards, we used the Structural Equation Modeling (SEM) and bias-corrected bootstrap to test our hypotheses. The results showed a significantly positive relationship between ethical leadership and PSRB, and the relationship was mediated by psychological safety and job autonomy. Furthermore, individual risk taking propensity moderated the relationship between job autonomy and PSRB, such that the positive relationship was stronger for those employees with higher, rather than lower, levels of risk taking propensity. Our study contributes to the PSRB lit erature in several ways. Frist, we investigate the effects of ethical leadership on employees' PSRB, which broadens our understanding of how contextual factors influences PSRB. Second, we reveal the theoretical black-box of why ethical leadership facilitates PSRB by identifying psychological safety and job autonomy as two underlying mechanisms. Finally, we extend the ethical leadership and PSRB research by demonstrating risk taking propensity as a crucial contingency that moderates the effects of ethical leadership and job autonomy on PSRB. (PsycINFO Database Record (c) 2017 APA, all rights reserved) zitiert von 1
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): 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.
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
2014
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(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.
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