Claudia Peus [5]Claudia V. Peus [1]
  1.  6
    Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work Behavior: Evidence From Field and Experimental Research.Susanne Braun, Nilüfer Aydin, Dieter Frey & Claudia Peus - 2018 - Journal of Business Ethics 151 (3):725-741.
    Building on the emotion-centered model of voluntary work behavior, this research tests the relations between leader narcissism, followers’ malicious and benign envy, and supervisor-targeted counterproductive work behavior. Results across five studies, two experimental studies, and two field surveys indicate that leader narcissism relates positively to followers’ negative emotions, which in turn mediates the positive relation between leader narcissism and supervisor-targeted CWB. Proposed negative relations between leader narcissism and positive emotions were only partly supported. Our findings advance the understanding of envy (...)
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  2.  33
    Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms. [REVIEW]Claudia Peus, Jenny Sarah Wesche, Bernhard Streicher, Susanne Braun & Dieter Frey - 2012 - Journal of Business Ethics 107 (3):331-348.
    The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = 306) as (...)
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  3.  3
    Different Shades—Different Effects? Consequences of Different Types of Destructive Leadership.Ellen A. Schmid, Armin Pircher Verdorfer & Claudia V. Peus - 2018 - Frontiers in Psychology 9.
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  4.  5
    Taming the Emotional Dog: Moral Intuition and Ethically-Oriented Leader Development.Maxim Egorov, Armin Pircher Verdorfer & Claudia Peus - forthcoming - Journal of Business Ethics:1-18.
    Traditional approaches describe ethical decision-making of leaders as driven by conscious deliberation and analysis. Accordingly, existing approaches of ethically-oriented leader development usually focus on the promotion of deliberative ethical decision-making, based on normative knowledge and moral reasoning. Yet, a continually growing body of research indicates that a considerable part of moral functions involved in ethical decision-making is automatic and intuitive. In this article, we discuss the implications of this moral intuition approach for the domain of ethically-oriented leader development. Specifically, we (...)
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  5.  14
    Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?Susanne Braun & Claudia Peus - 2018 - Journal of Business Ethics 149 (4):875-893.
    This research contributes to an improved understanding of authentic leadership at the work–life interface. We build on conservation of resources theory to develop a leader–follower crossover model of the impact of authentic leadership on followers’ job satisfaction through leaders’ and followers’ work–life balance. The model integrates authentic leadership and crossover literatures to suggest that followers perceive authentic leaders to better balance their professional and private lives, which in turn enables followers to achieve a positive work–life balance, and ultimately makes them (...)
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  6.  4
    It’s a Match: Moralization and the Effects of Moral Foundations Congruence on Ethical and Unethical Leadership Perception.Maxim Egorov, Karianne Kalshoven, Armin Pircher Verdorfer & Claudia Peus - forthcoming - Journal of Business Ethics:1-17.
    While much research has focused on the effects of ethical and unethical leadership, little is known about how followers come to perceive their leaders as ethical or unethical. In this article, we investigate the co-creation of ethical and unethical leadership perceptions. Specifically, we draw from emerging research on moral congruence in organizational behaviour and empirically investigate the role of congruence in leaders’ and followers’ moral foundations in followers’ perceptions of ethical and unethical leadership. By analysing objective congruence scores from 67 (...)
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