A5081768645- Job Satisfaction and Organizational Behavior
- Social and Intergroup Psychology
- Gender Diversity and Inequality
- Work-Family Balance Challenges
- Cultural Differences and Values
- Perfectionism, Procrastination, Anxiety Studies
- Resilience and Mental Health
- Ethics in Business and Education
- Management and Organizational Studies
- Labor Movements and Unions
- Gender Politics and Representation
- Sexual Assault and Victimization Studies
- Employment and Welfare Studies
- Social Power and Status Dynamics
- Organizational Learning and Leadership
- Gender Roles and Identity Studies
- Leadership and Management in Organizations
- Knowledge Management and Sharing
Vrije Universiteit Amsterdam
2021-2024
University of Groningen
2015-2020
The impostor "syndrome" refers to the notion that some individuals feel as if they ended up in esteemed roles and positions not because of their competencies, but oversight or stroke luck. Such therefore like frauds "impostors". Despite fact feelings are often linked marginalized groups society, date, research predominantly approaches this phenomenon an issue individual: pointing towards for roots solutions "syndrome". Drawing from a rich body social organizational psychology research,...
Purpose A key obstacle to women’s advancement managerial roles and leadership positions is the stereotype of “good” manager, which characterized by masculine traits. Although this gendered has been very persistent over past decades, Powell et al. (2021) recently showed that business students in USA reported a decreased preference for traits an increased feminine traits, resulting so-called “androgynous” manager profile contains both characteristics. This study aims replicate ’s findings...
This study examines the roles of power, stability, and social dominance orientation (SDO) for work stress. Initial laboratory research has demonstrated that power stability one's position interact to influence Using a sample Chinese managers, we replicate extend this finding in an organisational field setting, illustrating interactive role hinges on individuals' SDO. Individuals higher (but not lower) SDO experienced more stress unstable high‐power stable low‐power positions, compared their...
More and more women are breaking the glass ceiling to obtain positions of power. Yet with this rise, some experience threats their Here we focus on women's perceived stability power degree which feel they do not deserve positions, as reflected in impostor feelings. The present research identifies key workplace characteristics that associated these internalized survey data collected among 185 high-power positions. We find negative experiences (i.e., gender discrimination, denigrating...
Accelerated by the COVID-19 pandemic, a shift towards remote and hybrid working practices is currently taking place in organizations worldwide. This transition creates an important challenge for workplace management to ensure that remotely employees feel connected their team, organization at large, despite loss of frequent in-person, face-to-face interactions. We propose identity leadership behaviours from supervisors are key ensuring such feelings connectedness among employees. conducted...
Sexual misperceptions refer to instances in which individuals wrongly infer sexual interest from other people. Traditionally, such have been studied within the dating context among student samples primarily. Our research extends this line of and examines workplace. In a two-wave survey (N = 212), we show that employees with higher dominance motivation are more likely perceive behavior co-worker different gender, regardless one’s own gender or formal power position. preregistered three-wave...
This study examines the roles of power, stability, and social dominance orientation (SDO) for managers’ work stress. Initial laboratory research has demonstrated that effects power on stress depend stability one’s position. We replicate these findings in an organizational field setting. Moreover, we extend prior by illustrating interactive role hinges individual’s SDO. Analysis revealed managers with higher SDO experienced more unstable high-power positions stable low-power positions, as...
Samenvatting Macht is zelden permanent. Werknemers lager in de hiërarchie kunnen immers machtsladder beklimmen, en leidinggevenden hoger hun macht weer kwijtraken. In dit artikel geven wij een overzicht van promotieonderzoek naar gevoelens het gedrag leiders wanneer zij dreigen kwijt te raken. We tonen zowel negatieve gevolgen instabiele voor gemoedstoestand leidinggevenden, alsook wijze waarop met werknemers omgaan. Onze bevindingen laten zien dat leidt tot stress wantrouwen, waardoor...