Lehrstuhl für Personalentwicklung & Veränderungsmanagement

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A multilevel investigation of predictors and outcomes of shared leadership
(2020-08-08) Klasmeier, Kai N.; Rowold, Jens
For modern organizations, shared leadership becomes increasingly important. Knowledge on shared leadership may be limited, as past research often relies on cross‐sectional data or student samples, and most studies neglect the multilevel nature of shared leadership. Our research model includes transformational leadership, trust, and organizational support as predictors of shared leadership. Furthermore, we analyze the influence of shared leadership on team performance and team creativity. In total, 160 teams with 697 employees participated in our field study. Data collection took place at three time points. To test our hypotheses, we used multilevel modeling with a Bayesian estimator. We found relationships of transformational leadership and trust with shared leadership at the team level and of transformational leadership, trust, and organizational support with shared leadership at the individual level. Furthermore, shared leadership fully mediated the effect of the three input factors on team performance and team creativity. This study contributes to the understanding of the antecedents and outcomes of shared leadership. Furthermore, the dynamic development of team processes based on an input–mediator–output model is explored. On the basis of the results, organizations can increase shared leadership behavior by focusing on transformational leadership and trust building.
Instrumental leadership and organizational change
(2019) Millhoff, Catrin; Rowold, Jens; Engelen, Andreas
This dissertation examines the influence of instrumental leadership in the framework of the extended full-range of leadership model on employees’ reactions to change. Positive employee reactions are regarded as crucial for the success of organizational change processes. Besides, current research leaves many questions about effective leadership in the context of change unanswered. Therefore, the main goal of this dissertation is to investigate how instrumental leadership as an extension of the full-range of leadership model can foster employees’ positive change reactions. Within a framework model that links leadership behaviors with differentiated change reactions, three empirical multimodal studies using a triangular approach contribute to a deeper understanding of the impact of instrumental leadership during change. The first study analyzes whether instrumental leadership is a theoretically and empirically meaningful addition to the full-range of leadership behaviors by investigating interdependencies among the leadership behaviors and their change-related consequences. In the second study, the mechanisms and conditions of how instrumental leadership affects employees’ individual and team change reactions were examined in more detail. Finally, in the third study, a training for the two change-promoting leadership styles of the model – instrumental and transformational leadership – was developed and evaluated. In summary, this dissertation extends the leadership literature by demonstrating that instrumental leadership plays an important role in the change context. This strengthens the theoretical and empirical relevance of instrumental leadership as part of the extended full-range of leadership model. The main findings are that transformational leadership only has a positive influence on change support if instrumental leadership is highly developed. The results thus question the change-enhancing effect of transformational leadership on its own and expand the literature by confirming the integrative view of the extended model in times of change. Furthermore, it was shown that instrumental leadership has a positive effect on team change success and individual change support through cognitive attitudes in the team. The indirect effects are reinforced by the cognitive attitudes of the leader. Moreover, instrumental leadership can be actively enhanced by training interventions, and it became apparent that the positive development of leadership behaviors caused by the training led to an intended variation in employees’ change reactions.
Understanding neurological processes in the leadership context
(2019) Pachocki, Katharina; Rowold, Jens; Holzmüller, Hartmut
Die vorliegende Dissertation befasst sich mit der Untersuchung neurologischer Prozesse im Kontext der Führung und fokussiert dabei auf die Persönlichkeit, den transformationalen Führungsstil und den subjektiven Erfolg einer Führungskraft. Das übergeordnete Ziel der Arbeit war es, durch die Anwendung eines innovativen Ansatzes einen Beitrag zur Führungsliteratur zu leisten und somit das Verständnis der einzelnen Konstrukte und Prozesse zu verbessern. Die erste empirische Studie analysierte die drei Facetten der dunklen Triade (Narzissmus, Machiavellismus und Psychopathie) sowie die transformationale Führung als Gesamtkonstrukt in Bezug auf intrinsische neurologische Prozesse im Rahmen eines Mediationsmodells. Die Ergebnisse zeigen, dass narzisstische (psychopathische) Führungskräfte eine geringe intrinsische Vernetzung im rechten (linken) Frontallappen aufweisen. Weiterhin konnte festgestellt werden, dass Führungskräfte mit hoher intrinsischer Vernetzung im rechten Frontallappen eher transformational führen. Schließlich zeigte sich, dass der Zusammenhang zwischen den Eigenschaften der dunklen Triade und der transformationalen Führung durch intrinsische Vernetzungen von Hirnbereichen vermittelt wird. Diese Ergebnisse liefern erste Hinweise darauf, dass sich die dunkle Triade in verschiedenen verminderten intrinsischen Hirnvernetzungen widerspiegeln lässt und dass diese Hirnprozesse den Mechanismus von Persönlichkeitseigenschaften auf das Führungsverhalten mediieren. In der zweiten Studie lag der Fokus auf den einzelnen Facetten der transformationalen Führung, wobei untersucht wurde, ob sich diese hinsichtlich der Aufteilung in individual- und gruppenbezogene Verhaltensweisen in den reflexiven Hirnprozessen der Führungskraft widerspiegeln. Die Ergebnisse zeigen, dass die reflexive Vernetzung im rechten (linken) Frontallappen die gruppenbezogenen (individualbezogenen) Facetten erhöht. Das Bedeutet, dass die unterschiedlichen psychologischen Prozesse der transformationalen Führung auch auf neuronaler Ebene abgebildet werden können. Darüber hinaus wurde festgestellt, dass die reflexive Vernetzung im rechten (linken) Frontallappen über gruppenbezogenes (individualbezogenes) Verhalten zur Zufriedenheit mit der Führungskraft führt. Diese Ergebnisse tragen zur Forschung der transformationalen Führung bei, da erstmals eine Mediation in Bezug auf Hirnprozesse bestätigt wird.
Leadership, values and communication: a cross-cultural investigation of the extended full-range of leadership behaviors
(2019) Poethke, Ute; Rowold, Jens; Engelen, Andreas
This dissertation investigates the extended full-range of leadership model – including laissez-faire, transactional, transformational, and instrumental leadership – in 14 cultures. Cross-cultural leadership has increasingly attracted the attention of practitioners as well as scholars in recent years due to important challenges that international firms are facing on the global market. The aim of this dissertation is, thus, to examine cultural impacts on leader behaviors in relation to the leadership styles of the extended full-range of leadership framework to provide a comprehensive model of leadership behaviors, underlying processes (mediators), and conditions (moderators) in an intercultural context. For this purpose, three complementary and concerted empirical studies were carried out. The first study simultaneously explores all of the extended full-range of leadership styles (laissez-faire, transactional, transformational, and instrumental leadership) to identify which of these leader behaviors are most effective to enhance job satisfaction and affective commitment across cultures. The second study sheds light on the influence of cultural and individual openness values as moderators in order to investigate under which conditions the influence of transformational and instrumental leadership is particularly strong. The third study looks at the leader’s communicator style as a mediator to investigate the underlying processes of transformational and instrumental leadership in greater detail. In summary, this dissertation represents an important step towards a more robust understanding of the effectiveness of the extended full-range of leader behaviors across cultures. It contributes to the leadership literature in two key ways. On the one hand, it scrutinizes the extended full-range of leadership model – including instrumental leadership – in a wide range of different cultures. On the other hand, it expands this model in the sense of an input-process-output model which additionally includes boundary conditions. As such, this dissertation helps to reveal differentiated insights on underlying processes and conditions that shape the micro-level dynamics of leadership processes in different cultures. The main result of this dissertation is that – in line with theoretical expectations – transformational and instrumental leadership were the best predictors for job satisfaction and affective commitment across cultures. Moreover, although culture did not impact the direct relationships between transformational and instrumental leadership and job attitudes, more fine-grained analyses showed that culture had an influence on micro-processes of leadership.
A communication based approach on transformational leadership
(2017) Cohrs, Carina; Rowold, Jens; Engelen, Andreas
Leadership and work stress
(2016) Diebig, Mathias; Rowold, Jens; Engelen, Andreas
This dissertation examines the role the behaviors of leaders play in the context of work stress. Recently, the interrelation between the behavior of the leader and its consequences for followers has received growing attention from researchers as well as practitioners. Yet, important research questions remain unanswered. Therefore, this dissertation combines stress-related antecedents as well as stress-related consequences of leader behaviors in face of the full-range leadership behavior pattern (i.e. laissez-faire, transactional, and transformational leadership) to create an integrative model of leadership and to provide a detailed assessment of potential stress-related outcome variables. The dissertation focuses on the extension of findings on the basis of different, innovative measurement approaches to uncover robust effects between leadership and different stress measures. Further, a mediation model of leadership is examined to enable a better understanding of how leaders influence stress levels of their followers. Combined with the specification of when this influence is particularly strong and when it is not, the dissertation provides an encompassing research model in the field of leadership as well as stress research. Three empirical studies were conducted to shed light into this field of inquiry. In the first study leader stress is taken into account to investigate how leader stress influences leader behavior patterns. In the second and third study follower stress is taken into account to scrutinize which behavioral strategies of leaders have a positive impact on the amount of follower stress and which strategies do not or even have an inverse impact. In study two the daily variability of leadership behaviors is highlighted and in study three an objective indicator of stress measurement is implemented. In summary this dissertation extends existing research on stress-related antecedents as well as consequences of full-range leadership behaviors. The contribution to the field is to identify stress-related preconditions of (transformational) leadership behavior to gain a better understanding of the role stress may play in the genesis of leader behaviors within organizations. At the same time, the dissertation offers important insights into stress-related consequences of (full-range) leadership behaviors. Moreover, mediating mechanisms through the lens of the job demands-resources model were outlined to further specify the relation between leader behaviors and work stress. In sum, results show that stress impairs leaders’ behaviors, which has important consequences on followers’ stress levels (on a subjective as well as objective level of measurement). Taken together, the dissertation helps to close current research gaps and to extend knowledge in the context of stress-related antecedents as well as outcomes of supervisor behaviors.
Understanding ethical leadership: an integrative model of its antecedents, correlates, contingencies, and outcomes
(2013-08-09) Bormann, Kai Christian; Rowold, Jens; Hoffjan, Andreas
Personal and organizational antecedents of employees’ stress: differential analyses of the work family interplay
(2013-02-27) Krisor, Susanna Maria; Rowold, Jens; Wieland, Rainer
In the field of psychology as well as business and social sciences, one of the most relevant questions is how employees stay healthy. The conflict between work and family roles has been identified as a key cause for the experience of stress in existing literature of the recent decades. Therefore, work-family conflict (WFC) has gained the most research attention in contrast to other variables of the work-family interplay. Nevertheless, there are some research questions that have not been answered yet. Three of these research gaps will be closed, each by one of the three studies of this dissertation: The aim of Study I was to identify the impact of the variables of a classic occupational mental health model within the context of WFC and stress in order to identify the relevance of WFC for workplace health promotion. One of the most important mental health models is the effort-reward imbalance model. Based on a heterogeneous sample of 627 employees, results confirm overcommitment as a crucial predictor for internal WFC and irritation. Additionally, in contrast to classic stressors internal WFC was a strong predictor for employees’ stress. In Study II, data of 508 employees with informal family caregiving responsibilities of one organization were studied. Results showed that work-family culture was an important resource for reducing WFC and that health-related self-efficacy was a beneficial resource in reducing irritation. Furthermore, reciprocal effects between internal and external WFC and irritation were found. Within Study III, the personal resource resilience, which is the psychological resistance that enables people to develop even under bad circumstances, was investigated as a predictor of both WFC and balance, and a physiological predictor of stress. Participants of the study were 35 employed parents with children up to the age of six. Salivary cortisol was collected at three points on one day. Results showed that internal as well as external WFCs were related to the mean cortisol level and that resilience had a beneficial influence on the mean cortisol level. Moreover, resilience was also advantageous for the experience of work-family balance. In sum, this dissertation highlights the importance of relevant but commonly seldom investigated key aspects of the relationship between work-family interplay and stress such as overcommitment, work-family culture, health-related self-efficacy and resilience. Thereby, significant starting points for theory- and evidence-based workplace health promotion were identified.
Different angles on transformational leadership: its antecedents, relatives, and consequences in self and other perception
(2013-01-14) Krüger, Claudia; Rowold, Jens; Holzmüller, Hartmut H.
In the last decades, leadership research has favored transformational leadership to describe effective leadership behavior in organizations. In order to fill some troublesome research gaps around this demonstrably effective leadership process three empirical studies were conducted that shed light on transformational leadership from different angles. On the one hand, transformational leadership is investigated within a comprehensive process model of leadership that incorporates personality traits of the leader as antecedents, transactional leadership as a related leadership style, and different outcome criteria as consequences of transformationale leadership. On the other hand, this dissertation focuses on the methods of measurement that are typically applied. Drawing on methodological assumptions about the interplay of trait and method components in the measurement of constructs, confirmatory factor analyses of multitrait-multimethod data are applied to control for the method effects of supervisors’ self-ratings and followers’ other ratings. By this means, the discriminant validity of transformational and transactional leadership could be empirically confirmed for the first time in Study 1. Likewise, the subscales of transformational and transactional leadership were found to be distinguishable when method effects of rating perspectives were partialled out. In Study 2, three personality traits (achievement, extraversion, and emotional stability) showed substantial true-score correlations with transformational leadership, affirming its dispositional basis in contrast to previous research relying on cross-method zero-order correlations. Again, very strong method effects could be revealed that accounted for almost one half of the indicators’ variance. In Study 3, the latent factor scores for the personality traits and for transformational leadership were entered in a mediator model. Achievement and extraversion, as distal predictors, directly predicted transformational leadership and indirectly predicted followers’ job satisfaction and, particularly achievement, the objective criterion of a unit’s achieved sales profit. Transformational leadership, as a proximal predictor, fully mediated these relations between personality traits and leadership effectiveness. Implications for leadership research and HR practice are discussed.
Transformational leadership’s effectiveness in organizational change
(2012-10-15) Abrell-Vogel, Carolin; Rowold, Jens; Holzmüller, Hartmut H.
Due to organizations’ necessity to continuously change and adapt to the fast changingconomic environment, successful implementation and management of organizational change has already been in the spotlight of scholars’ and practitioners’ interest for decades. From a microeconomic view, organizations’ employees’ attitudes and reactions towards change have been identified as the most important predictor of successful organizational change. Beyond the constructs describing positive reactions towards change, employees’ affective commitment to organizational change was shown as a strong predictor of employees’ change supportive behaviors. Moreover, derived from the change management and change leadership literature, leaders’ behavior has long been recommended as tipping the scale of successful change. As today’s change is complex and continuous in nature, continuous leadership behavior such as transformational leadership has lately been identified as being successful during change. Interestingly, it is only recently that transformational leadership has been linked to employees’ commitment to change directly. Thus, even though there is initial evidence that continuous transformational leadership positively influences employees’ affective commitment to a specific change, there is still a massive gap in literature to be filled with additional knowledge about this relationship. Consequently, the aim of this dissertation is to contribute to existing literature by deepening information about mediating and moderating effects relevant for the relationship between transformational leadership and commitment to change (affective as well as normative and continuance commitment to change), and to shed light on the possibility to increase change success by the development of transformational leadership. This goal is pursued by conducting three distinct empirical studies. In Study I: The Impact of Transformational Leadership on Followers’ Commitment to Change – Mediating and Moderating Effects, hypotheses are investigated using a crosssectional design with data of a heterogeneous sample of German employees with a total N = 160. Results show a significantly positive relation between transformational leadership and affective commitment to change, which is fully mediated by trustworthiness of top management. Also, job insecurity is found to fully mediate the negative impact of transformational leadership on continuance commitment to change. Moreover, results indicate that job insecurity moderates the relations between transformational leadership and affective and normative commitment to change. In Study II The Influence of Leaders’ Commitment to Change on the Effectiveness of Transformational Leadership in Change Situations - A Multilevel Investigation, hypotheses are tested with a cross-sectional multilevel design using data from 38 teams from different German organizations with a total of 177 participating team members. It is showed that beyond the transformational behaviors solely providing individual support has an impact on employees’ affective commitment to change. Moreover, providing an appropriate model is revealed as only positively contributing to followers’ affective commitment to change when leaders’ own affective commitment to change is high. In Study III - Training Transformational Leadership in Change: Improving Leaders’ Transformational Leadership Behavior, Employees’ Commitment to Change and Supervisors’ Ratings of Change Success, hypotheses are tested using a pretest-posttest control group design with 26 leaders in the experimental group and seven leaders in the control group. The training intervention results in a significant improvement of transformational leadership behavior and supervisors’ success appraisal of the change. With regard to employees’ commitment to change, a positive tendency of the training’s effectiveness is confirmed. The analyses further reveal that highly cooperative leaders improve stronger in transformational leadership behavior than low cooperative leaders. Moreover, employees of leaders high in cooperation report greater increase of commitment to change than employees of leaders low in cooperation. Results of the studies are discussed with regard to strength as well as limitations. Moreover, implications for further research and practice are presented.

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