A5029161334- Job Satisfaction and Organizational Behavior
- Social and Intergroup Psychology
- Cultural Differences and Values
- Social Capital and Networks
- Organizational Leadership and Management Strategies
- Management and Organizational Studies
- Educator Training and Historical Pedagogy
- International Student and Expatriate Challenges
- Employment and Welfare Studies
- Knowledge Management and Sharing
- Youth Development and Social Support
- Gender Diversity and Inequality
- Team Dynamics and Performance
- Organizational Learning and Leadership
Erasmus University Rotterdam
2024
KU Leuven
2020-2023
Abstract Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver followers' innovative work behavior (FIB). Yet, despite large amount research, three areas remain understudied: (a) The relative different forms FIB; (b) mechanisms through which impacts (c) degree relationships between FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four...
Abstract Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., “we” “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part the Global Leadership Development (GILD) project examine relationship between political leaders' identity civic citizenship behavior ( N = 6787). It also examines contributions trust economic inequality relationship. Political (PLIL) was positively...
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects workplace stress? This is question that present paper explores by testing hypothesis leadership contributes to stronger team identification among employees and, through this, associated with reduced burnout. We tested this model unique datasets Global Identity Leadership Development (GILD) project participants all inhabited continents. compared two 2016/2017 (n = 5290; 20...
Leadership plays an essential part in creating competitive advantage and well-being among employees. One way which formal leaders can deal with the variety of responsibilities that comes their role is to share team members (i.e., shared leadership). Although there abundant literature on how high-quality peer leadership benefits effectiveness (TE) well-being, only limited evidence about underpinning mechanisms these relationships leader support this process. To address lacuna, we conducted...
The leadership literature has mainly considered shared as a unified concept, overlooking the fact that it comes in many forms. However, shift to may not always yield favorable outcomes (Mumford et al., 2012). Knowing benefits and challenges of different implementations is crucial can either strengthen or undermine overall effectiveness leadership. To gain insights into perceived (dis)advantages associated with leadership, 35 qualitative interviews were conducted employees across diverse...
Identity leadership involves leaders creating and promoting a sense of shared group membership (a 'we' 'us') among followers. The present research report tests this claim by drawing on data from 26 countries that are part the Global Leadership Development (GILD) project to examine relationship between political leaders' identity civic citizenship behavior (N = 6,787). It also examines contribution trust economic inequality relationship. Political (PLIL) was positively associated with...
Most leadership studies primarily focus on formal leaders, often overlooking the influence of leaders within team. While prior research has shown that peer can have a beneficial impact various team outcomes, it is yet unclear which behaviors precisely foster supportive and sustainable work environment. Building upon recent identification 10 roles 37 underlying functions, current study aims to investigate relationships between these functions key outcomes (i.e., job satisfaction, cohesion,...