6 found
Niels Quaquebeke [6]Niels Van Quaquebeke [1]
  1.  15
    When Organizational Identification Elicits Moral Decision-Making: A Matter of the Right Climate.Daan Knippenberg, Niels Quaquebeke, Michael Hogg & Suzanne Gils - 2017 - Journal of Business Ethics 142 (1):155-168.
    To advance current knowledge on ethical decision-making in organizations, we integrate two perspectives that have thus far developed independently: the organizational identification perspective and the ethical climate perspective. We illustrate the interaction between these perspectives in two studies, in which we presented participants with moral business dilemmas. Specifically, we found that organizational identification increased moral decision-making only when the organization’s climate was perceived to be ethical. In addition, we disentangle this effect in Study 2 from participants’ moral identity. We argue (...)
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  2.  8
    Defining Respectful Leadership: What It Is, How It Can Be Measured, and Another Glimpse at What It Is Related to.Niels Quaquebeke & Tilman Eckloff - 2010 - Journal of Business Ethics 91 (3):343-358.
    Research on work values shows that respectful leadership is highly desired by employees. On the applied side, however, the extant research does not offer many insights as to which concrete leadership behaviors are perceived by employees as indications of respectful leadership. Thus, to offer such insights, we collected and content analyzed employees’ narrations of encounters with respectful leadership (N1 = 426). The coding process resulted in 19 categories of respectful leadership spanning 149 leadership behaviors. Furthermore, to also harness this comprehensive (...)
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  3.  14
    Does it Take More Than Ideals? How Counter-Ideal Value Congruence Shapes Employees’ Trust in the Organization.Katherine Xin, David Cremer, Anja Göritz, Natalija Keck, Niels Quaquebeke & Sebastian Schuh - 2018 - Journal of Business Ethics 149 (4):987-1003.
    Research on value congruence rests on the assumption that values denote desirable behaviors and ideals that employees and organizations strive to approach. In the present study, we develop and test the argument that a more complete understanding of value congruence can be achieved by considering a second type of congruence based on employees’ and organizations’ counter-ideal values. We examined this proposition in a time-lagged study of 672 employees from various occupational and organizational backgrounds. We used difference scores as well as (...)
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  4.  36
    The Relationship Between Leaders' Group-Oriented Values and Follower Identification with and Endorsement of Leaders: The Moderating Role of Leaders' Group Membership. [REVIEW]Matthias M. Graf, Sebastian C. Schuh, Niels Quaquebeke & Rolf Dick - 2012 - Journal of Business Ethics 106 (3):301-311.
    In this article, we hypothesize that leaders who display group-oriented values (i.e., values that focus on the welfare of the group rather than on the self-interest of the leader) will be evaluated more positively by their followers than leaders who do not display group-oriented values. Importantly, we expected these effects to be more pronounced for leaders who are ingroup members (i.e., stemming from the same social group as their followers) than for leaders who are outgroup members (i.e., leaders stemming from (...)
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  5.  5
    Two Lighthouses to Navigate: Effects of Ideal and Counter-Ideal Values on Follower Identification and Satisfaction with Their Leaders.Niels Quaquebeke, Rudolf Kerschreiter, Alice Buxton & Rolf Dick - 2010 - Journal of Business Ethics 93 (2):293-305.
    Ideals (or ideal values) help people to navigate in social life. They indicate at a very fundamental level what people are concerned about, what they strive for, and what they want to be affiliated with. Transferring this to a leader–follower analysis, our first study (n = 306) confirms that followers’ identification and satisfaction with their leaders are stronger, the more leaders match followers’ ideal leader values. Study 2 (n = 244) extends the perspective by introducing the novel concept of counter-ideals (...)
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  6.  3
    Find Out How Much It Means to Me! The Importance of Interpersonal Respect in Work Values Compared to Perceived Organizational Practices.Niels Van Quaquebeke, Sebastian Zenker & Tilman Eckloff - 2008 - Journal of Business Ethics 89 (3):423-431.
    Two large online surveys were conducted among employees in Germany to explore the importance employees and organizations place on aspects of interpersonal respect in relation to other work values. The first study (n = 589) extracted a general ranking of work values, showing that employees rate issues of respect involving supervisors particularly high. The second study (n = 318) replicated the previous value ranking. Additionally, it is shown that the value priorities indicated by employees do not always match their perceptions (...)
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