9 found
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  1.  25
    The Interpersonal Benefits of Leader Mindfulness: A Serial Mediation Model Linking Leader Mindfulness, Leader Procedural Justice Enactment, and Employee Exhaustion and Performance.Sebastian C. Schuh, Michelle Xue Zheng, Katherine R. Xin & Juan Antonio Fernandez - 2019 - Journal of Business Ethics 156 (4):1007-1025.
    Although it is an increasingly popular assumption that leader mindfulness may positively affect leader behaviors and, in turn, employee outcomes, to date, little empirical evidence supports this view. Against this backdrop, the present research seeks to develop and test a serial mediation model of leader mindfulness. Specifically, we propose that leader mindfulness enhances employee performance and that this relationship is explained by increased leader procedural justice enactment and, subsequently, reduced employees’ emotional exhaustion. We conducted three studies to test this model. (...)
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  2.  35
    For the Good or the Bad? Interactive Effects of Transformational Leadership with Moral and Authoritarian Leadership Behaviors.Sebastian C. Schuh, Xin-an Zhang & Peng Tian - 2013 - Journal of Business Ethics 116 (3):629-640.
    Although the ethical aspects of transformational leadership have attracted considerable attention, very little is known about followers’ reactions to the moral and immoral conduct of transformational leaders. Against this background, this study examined whether and how transformational leadership interacts with moral and authoritarian leadership behaviors in predicting followers’ in-role and extra-role efforts. Building on attribution theory, we hypothesized that the positive and negative effects of these leadership behaviors would be particularly pronounced for highly transformational leaders given that this leadership style (...)
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  3.  23
    Does It Take More Than Ideals? How Counter-Ideal Value Congruence Shapes Employees’ Trust in the Organization.Sebastian C. Schuh, Niels Van Quaquebeke, Natalija Keck, Anja S. Göritz, David De Cremer & Katherine R. Xin - 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.  20
    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.
    Previous research has shown that female leaders lead slightly more effective than male leaders. However, women are still underrepresented in higher management. In this study, we seek to contribute to a deeper understanding of this paradox by proposing and testing an innovative model that integrates different research streams on gender and leadership. Specifically, we propose power motivation and transformational leadership as two central yet opposing dynamics that underlie the relation between gender and leadership role occupancy. We tested this model in (...)
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  5.  37
    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.
    Although the proportion of women in leadership positions has grown over the past decades, women are still underrepresented in leadership roles, which poses an ethical challenge to society at large but business in particular. Accordingly, a growing body of research has attempted to unravel the reasons for this inequality. Besides theoretical progress, a central goal of these studies is to inform measures targeted at increasing the share of women in leadership positions. Striving to contribute to these efforts and drawing on (...)
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  6.  35
    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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  7.  26
    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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  8.  7
    Ambivalent Identification as a Moderator of the Link Between Organizational Identification and Counterproductive Work Behaviors.Valeria Ciampa, Moritz Sirowatka, Sebastian C. Schuh, Franco Fraccaroli & Rolf van Dick - forthcoming - Journal of Business Ethics:1-16.
    Although counterproductive work behaviors can be extremely damaging to organizations and society as a whole, we do not yet fully understand the link between employees’ organizational attachment and their intention to engage in such behaviors. Based on social identity theory, we predicted a negative relationship between organizational identification and counterproductive work behaviors. We also predicted that this relationship would be moderated by ambivalent identification. We explored counterproductive work behaviors toward the organization and other individuals. Study 1, a survey of 198 (...)
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  9.  14
    When Leaders and Followers Match: The Impact of Objective Value Congruence, Value Extremity, and Empowerment on Employee Commitment and Job Satisfaction.Olivia A. U. Byza, Stefan L. Dörr, Sebastian C. Schuh & Günter W. Maier - 2019 - Journal of Business Ethics 158 (4):1097-1112.
    Although the topic of value congruence has attracted considerable attention from researchers and practitioners, evidence for the link between person–supervisor value congruence and followers’ reactions is less robust than often assumed. This study addresses three central issues in our understanding of person–supervisor value congruence by assessing the impact of objective person–supervisor value congruence rather than subjective value congruence, by examining the differential effects of value congruence in strongly versus moderately held values, and by exploring perceived empowerment as a central mediating (...)
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