Center for Leadership and People Management




Unsere Beiträge beim 78th Annual Meeting of the Academy of Management

Das Center for Leadership and People Management ist dieses Jahr mit 4 Beiträgen beim 78th Annual Meeting of the Academy of Management in Chicago (USA) vertreten.


Die Academy of Management

Das 78th Annual Meeting of the Academy of Management findet dieses Jahr vom 10. - 14. August in Chicago, Illinois statt. Das Thema der Konferenz lautet in diesem Jahr: "Improving Lives" . Die Academy of Managament ist eine der führenden und mit fast 20.000 Mitgliedern aus über 120 Ländern auch die größte wissenschaftliche Vereinigung von Management- und OrganisationsforscherInnen und -PraktikerInnen.

Weitere Informationen zur Academy of Management und der Konferenz (externer Link).

Wissenschaftliche Beiträge

When and Why Do Leaders Feel Authentic? Investigating Antecedents of Leaders’ Felt Authenticity

This paper explores the question when and why leaders feel authentic at work. We tested a research model of personal resources and ethical work climates as predictors of leaders’ felt authenticity. Results from a daily diary study with 134 leaders surveyed on ten consecutive work days showed the predicted positive intra-individual variations between personal resources and felt authenticity. In a field study with 230 leaders surveyed at two points of measurement, this link was also established on an inter-individual level. We further found an indirect link from personal resources to felt authenticity via leaders’ promotion focus. In both studies, principle but not benevolent ethical work climates positively predicted leaders’ felt authenticity. Personal resources and stable organizational environments provide leaders with the certainty they need to feel true to their own self. Our findings advance the current understanding of factors that contribute to felt authenticity as a psychological state at work.

Fladerer, M. & Braun, S. (2018). When and Why Do Leaders Feel Authentic? Investigating Antecedents of Leaders’ Felt Authenticity. Academy of Management Annual Meeting Proceedings 2018(1):10341. doi:10.5465/AMBPP.2018.10341abstract

Advancing Time Perspectives in Leadership Research - Polychronicity in Leader-Follower Interaction

Organizations lose billions of dollars every year to poor coordination and scheduling resulting in failed and mismanaged projects. This study expands existing leadership literature by examining temporal leader characteristics that might hinder successful coordination and scheduling. Specifically, we investigate the impact of leader polychronicity (someone’s preference for working on several tasks simultaneously) on follower work outcomes (i.e., emotional exhaustion and performance) via the mediating role of team temporal conflict. Drawing on research of leader-follower fit, we also examine the interplay between leader and follower polychronicity. Results are based on a sample of 219 followers and 49 leaders from different white-collar occupations. Multilevel analyses support an indirect effect of leader polychronicity on follower emotional exhaustion, but not on performance, via temporal conflict. Whereas leader-follower polychronicity fit was not significantly related to follower emotional exhaustion, cross-level polynomial regressions showed follower performance to be high when both, leader and follower were either polychronic or monochronic.

Pachler, D., Kuonath, A., Braun, S., Weisweiler, S., & Frey, D. (2018). Advancing Time Perspectives in Leadership Research - Polychronicity in Leader-Follower Interaction. Academy of Management Proceedings, 2018(1):14496. doi:10.5465/AMBPP.2018.14496abstract

How to Foster Servant Leadership: The Interplay of Leaders' Moral Identity and Job Autonomy (WITHDRAWN)

This study adds to servant leadership literature by identifying dispositional and situational precursors of servant leadership and its effects on follower outcomes. We hypothesized the interaction of leaders' moral identity symbolization (MIS, i.e., leaders' public self-definition in moral terms) and leaders' perceived job autonomy to predict followers' perceptions of servant leadership and, in turn, their contextual performance and job satisfaction. 36 leaders and their 115 followers participated in a field study. Even though MIS was not directly related to servant leadership, however, there was an association when job autonomy was high, as indicated by hierarchical linear modeling. Thus, leaders translated their moral traits into servant leadership behaviors when experiencing high job autonomy. In a further step, the interaction of MIS and high job autonomy related to followers' contextual performance and job satisfaction showing that leaders' traits can eventuate positive follower outcomes through servant leadership. Implications for leaders' selection and job design are drawn.

Specht, J., Kuonath, A., & Frey, D. (2018). How to Foster Servant Leadership: The Interplay of Leaders' Moral Identity and Job Autonomy (WITHDRAWN). Academy of Management Proceedings, 2018(1):10627. doi:10.5465/AMBPP.2018.10627abstract

Zur Übersicht unserer aktuellen Publikationen.

Workshop zu Führung in der Wissenschaft

Über die wissenschaftlichen Beiträge hinaus, bietet das CLPM dieses Jahr einen Workshop zum Thema Führung in der Wissenschaft im Pre-Conference Programm an.

Leadership in Academia: Professional Leadership Development as a Key to Successful Research

Janine Netzel, Daniela Pachler, Janina Mundt, Silja Kennecke, & Dieter Frey

Professional leadership and teamwork are essential for academic success. Surprisingly, leadership/management development to foster these essential skills is still rare in academia. Thus, we want to address this shortcoming by offering a PDW on leadership development in an academic context. Participants are around 40 people across divisions and career stages. The PDW consists of a well-proven personnel development approach combining short input sections on leadership concepts and practical tools as well as interactive parts, such as reflection and roundtable discussions to foster transfer of learning. Participants get the opportunity to gain insights on self-leadership as well as to enhance their task- and person-oriented leadership skills.