8 found
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  1.  14
    Who Leads More and Why? A Mediation Model From Gender to Leadership Role Occupancy.Alina S. Hernandez Bark, Jordi Escartín, Sebastian C. Schuh & Rolf van Dick - 2016 - Journal of Business Ethics 139 (3):473-483.
  2.  50
    Do I Hear the Whistle…? A First Attempt to Measure Four Forms of Employee Silence and Their Correlates.Michael Knoll & Rolf van Dick - 2013 - Journal of Business Ethics 113 (2):349-362.
    Silence in organizations refers to a state in which employees refrain from calling attention to issues at work such as illegal or immoral practices or developments that violate personal, moral, or legal standards. While Morrison and Milliken (Acad Manag Rev 25:706–725, 2000) discussed how organizational silence as a top-down organizational level phenomenon can cause employees to remain silent, a bottom-up perspective—that is, how employee motives contribute to the occurrence and maintenance of silence in organizations—has not yet been given much research (...)
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  3.  29
    Gender Differences in Leadership Role Occupancy: The Mediating Role of Power Motivation.Sebastian C. Schuh, Alina S. Hernandez Bark, Niels Van Quaquebeke, Rüdiger Hossiep, Philip Frieg & Rolf Van Dick - 2014 - Journal of Business Ethics 120 (3):363-379.
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  4.  14
    The Relationship Between Leaders' Group-Oriented Values and Follower Identification with and Endorsement of Leaders: The Moderating Role of Leaders' Group Membership.Matthias M. Graf, Sebastian C. Schuh, Niels Van Quaquebeke & Rolf van 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.  49
    Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers' Respect for and Identification with Their Leaders. [REVIEW]Matthias M. Graf, Niels Van Quaquebeke & Rolf Van Dick - 2011 - Journal of Business Ethics 104 (2):185-195.
    Traditionally, conceptualizations of human values are based on the assumption that individuals possess a single integrated value system comprising those values that people are attracted by and strive for. Recently, however, van Quaquebeke et al. (in J Bus Ethics 93:293–305, 2010 ) proposed that a value system might consist of two largely independent value orientations—an orientation of ideal values and an orientation of counter-ideal values (values that individuals are repelled by), and that both orientations exhibit antithetic effects on people’s responses (...)
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  6.  11
    The Synergistic Effect of Prototypicality and Authenticity in the Relation Between Leaders’ Biological Gender and Their Organizational Identification.Lucas Monzani, Alina S. Hernandez Bark, Rolf van Dick & José María Peiró - 2015 - Journal of Business Ethics 132 (4):737-752.
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  7.  1
    Goodbye or Identify: Detrimental Effects of Downsizing on Identification and Survivor Performance.Rolf van Dick, Frank Drzensky & Matthias Heinz - 2016 - Frontiers in Psychology 7.
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  8.  24
    Two Lighthouses to Navigate: Effects of Ideal and Counter-Ideal Values on Follower Identification and Satisfaction with Their Leaders.Niels van Quaquebeke, Rudolf Kerschreiter, Alice E. Buxton & Rolf van 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 counterideals (...)
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