Advertisement

Variable Merkmale der Manager

  • Uwe Peter Kanning
Chapter

Zusammenfassung

Dysfunktionales Management wird auch durch veränderliche Merkmale der handelnden Personen begünstigt. Sie können durch Personalentwicklungsmaßnahmen ein Stück weit positiv beeinflusst werden. Zu den relevanten Merkmalen gehört die Fachkompetenz ebenso wie Managementskills. Darüber hinaus spielen zahlreiche Denk- und Entscheidungsfehler eine Rolle, die in der menschlichen Urteilsbildung angelegt sind, gegen die sich Entscheidungsträger aber bewusst wappnen können. Im zwischenmenschlichen Bereich sind individuelle Führungsstile sowie mikropolitische Aktivitäten der Manager von Bedeutung. Zu guter Letzt entscheidet das Commitment der Betroffenen darüber, inwieweit sie bereit sind, sich für ihren Arbeitgeber oder vielleicht nur für die persönlichen Interessen zu engagieren.

Literatur

  1. Alicke, M. D., & Govorun, O. (2005). The better-than-average effect. In M. D. Alicke, D. A. Dunning, & J. I. Krueger (Hrsg.), Studies in self and identity. The self in social judgment (S. 85–106). New York: Psychology Press.Google Scholar
  2. Ashford, B. E. (1994). Petty tyranny in organizations. Human Relations, 47, 755–778.CrossRefGoogle Scholar
  3. Aydin, N., Weisweiler, S., Fischer, P., Kastenmüller, A., & Frey, D. (2011). Sozialer Urteile und Rationalität bei Entscheidungen: Urteilsheuristiken und Erwartungen. In H.-W. Bierhoff & D. Frey (Hrsg.), Sozialpsychologie – Individuum und soziale Umwelt (S. 165–187). Göttingen: Hogrefe.Google Scholar
  4. Barbuto, J. E., Jr., Fritz, S. M., Matkin, G. S., & Marx, D. B. (2007). Effects of gender, education, and age upon leaders’ use of influence tactics and full range leadership behaviors. Sex Roles, 56, 71–83.CrossRefGoogle Scholar
  5. Bass, B. M., & Avolio, B. J. (1990). Transformational leadership development: Manual for the multifactor leadership questionnaire. Palo Alto: Consulting Psychologists Press.Google Scholar
  6. Bass, B. M., & Avolio, B. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks: Sage.Google Scholar
  7. Blaine, B., & Crocker, J. (1993). Self-esteem and self-serving biases in reaction to positive and negative events: An integrative review. In R. F. Baumeister (Hrsg.), Self-esteem. The puzzle of low self-regard (S. 55–85). New York: Plenum.Google Scholar
  8. Blake, R. R., & Mouton, J. S. (1964). Verhaltenspsychologie im Betrieb. Düsseldorf: Econ.Google Scholar
  9. Blank, H., & Fischer, V. (2000). „Es musste eigentlich so kommen“: Rückschaufehler bei der Bundestagswahl 1998. Zeitschrift für Sozialpsychologie, 31, 128–142.CrossRefGoogle Scholar
  10. Blickle, G. (2004). Einflusskompetenz in Organisationen. Psychologische Rundschau, 55, 82–93.CrossRefGoogle Scholar
  11. Blickle, G., & Solga, M. (2014). Einflusskompetenz, Konflikte, Mikropolitik. In H. Schuler & U. P. Kanning (Hrsg.), Lehrbuch der Personalpsychologie (S. 301–324). Göttingen: Hogrefe.Google Scholar
  12. Blickle, G., Ferris, G. R., Munyon, T. P., Momm, T. E., Zettler, I., Schneider, P. B., & Buckley, M. R. (2011). A multi-source, multi-study investigation of job performance prediction by political skill. Applied Psychology: An International Review, 60, 449–474.CrossRefGoogle Scholar
  13. Bognanni, M. (2016). Middelhoff: Abstieg eines Star-Managers. Frankfurt: Campus.Google Scholar
  14. Bolino, M., Long, D., & Turnley, W. (2016). Impression management in organizations: Critical questions, answers, and areas for future research. Annual Review of Organizational Psychology and Organizational Behavior, 3, 377–406.CrossRefGoogle Scholar
  15. Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89, 901–910.PubMedCrossRefGoogle Scholar
  16. Bourdage, J. S., Wiltshire, J., & Lee, K. (2015). Personality and workplace impression management: Correlates and implications. Journal of Applied Psychology, 100, 537–546.PubMedCrossRefGoogle Scholar
  17. Braun, S., Frey, D., Nübold, A., & Maier, G. W. (2017). Führung. In H.-W. Bierhoff & D. Frey (Hrsg.), Enzyklopädie der Psychologie, Sozialpsychologie, Band 3, Kommunikation, Interaktion und soziale Gruppenprozesse (S. 543–598). Göttingen: Hogrefe.Google Scholar
  18. Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134.CrossRefGoogle Scholar
  19. Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E., & Halpin, S. M. (2006). What type of leadership behaviors are functional in teams? A meta-analysis. The Leadership Quarterly, 17, 288–307.CrossRefGoogle Scholar
  20. Carson, M. A., Heggestad, E. D., Andrew, A. M., Pugh, S. D., & Walter, M. (2012). The relationship between dysfunctional interpersonal tendencies, derailment potential, and turnover. Journal of Business Psychology, 27, 291–304.CrossRefGoogle Scholar
  21. Ceri-Booms, M., Curseu, P. L., & Oerlemans, L. A. G. (2017). Task and person-focused leadership behaviors and teams performance: A meta-analysis. Human Resource Management Review, 27, 178–192.CrossRefGoogle Scholar
  22. Cohen, A., & Hudecek, N. (1993). Organizational commitment-turnover relationship across occupational groups. Group & Organization Management, 18, 188–213.CrossRefGoogle Scholar
  23. Collins, D. B., & Holton, E. F., III (2004). The effectiveness of managerial leadership development programs: A meta-analysis of studies from 1982 to 2001. Human Resource Development Quarterly, 15, 217–248.CrossRefGoogle Scholar
  24. Cooper-Hakim, A., & Viswesvaran, C. (2005). The construct of work commitment: Testing an integrative framework. Psychological Bulletin, 131, 241–259.PubMedCrossRefGoogle Scholar
  25. Cuadrado, I., Navas, M., Molero, F., Ferrer, E., & Morales, J. F. (2012). Gender differences in leadership styles as a function of leader and subordinates’ sex and type of organization. Journal of Applied Social Psychology, 42, 3083–3113.CrossRefGoogle Scholar
  26. Decker, C., & van Quaquebeke, N. (2015). Respektvolle Führung. In J. Felfe (Hrsg.), Trends der psychologischen Führungsforschung (S. 89–101). Göttingen: Hogrefe.Google Scholar
  27. Deinert, A., Homan, A. C., Boer, D., Voepel, S. C., & Gutermann, D. (2015). Transformational leadership sub-dimensions and their link to leaders’ personality and performance. The Leadership Quarterly, 26, 1095–1120.CrossRefGoogle Scholar
  28. Derue, D. S., Nahrgang, J. D., Wellman, N., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta-analytic test of their relative validity. Personnel Psychology, 64, 7–52.CrossRefGoogle Scholar
  29. During, R. W. (2013). Lachnummer BER: Das Debakel um den Hauptstadtflughafen – Eine Chronik. Berlin: Rotbuch.Google Scholar
  30. Eagly, A. H., Johannesen-Schmidt, M. C., & van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569–591.PubMedCrossRefGoogle Scholar
  31. Eckloff, T., & van Quaquebeke, N. (2008). Entwicklung und Validierung einer Skala zu respektvoller Führung. In E. H. Witte (Hrsg.), Sozialpsychologie und Werte (S. 243–275). Lengerich: Pabst.Google Scholar
  32. Effelsberg, D., & Solga, M. (2015). Ethische Risiken transformationaler Führung. In J. Felfe (Hrsg.), Trends der psychologischen Führungsforschung (S. 331–341). Göttingen: Hogrefe.Google Scholar
  33. Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207–216.CrossRefGoogle Scholar
  34. van Emmerik, I. H., Euwema, M. C., & Wendt, H. (2008). Leadership behaviors around the world: The relative importance of gender versus cultural background. International Journal of Cross Cultural Management, 8, 297–315.CrossRefGoogle Scholar
  35. Ferris, G. R., Witt, L. A., & Hochwarter, W. A. (2001). Interaction of social skill and general mental ability on job performance and salary. Journal of Applied Psychology, 86, 1075–1082.PubMedCrossRefPubMedCentralGoogle Scholar
  36. Ferris, G. R., Treadway, D. C., Kolodinsky, R. W., Hochwarter, W. A., Kacmar, C. J., Douglas, C., & Frink, D. D. (2005). Development and validation of the political skill inventory. Journal of Management, 31, 126–152.CrossRefGoogle Scholar
  37. Fiedler, F. E., & Macaulay, J. L. (1998). The leadership situation: A missing factor in selecting and training. Human Resource Management Review, 8, 335–350.CrossRefGoogle Scholar
  38. Finkelstein, S. M. (2003). Why smart executives fail: And what can we learn from their mistakes. New York: Portfolio.Google Scholar
  39. Fischhoff, B. (1975). Hindsight unequal foresight: Effect of outcome knowledge on judgment under uncertainty. Journal of Experimental Psychology: Human Perception and Performance, 1, 288–299.Google Scholar
  40. Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. O. (2005). „Can you see the real me?“ A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343–372.CrossRefGoogle Scholar
  41. Hersey, P., & Blanchard, K. H. (1977). Management of organizational behavior: Utilizing human resources. Englewood Cliffs: Prentice-Hall.Google Scholar
  42. Hessenschau.de. (2017). Tebartz-Nachwirkungen: Da war noch was im Bistum Limburg. http://www.hessenschau.de/gesellschaft/tebartz-kritiker-drei-jahre-nach-dem-abgang-des-skandal-bischofs,bistum-dehm-baetzing-102.html. Zugegriffen am 20.01.2018.
  43. Higgins, R. L., Snyder, C. R., & Berglas, S. (1990). Self-handicapping: The paradox that isn’t. New York: Plenum.CrossRefGoogle Scholar
  44. Higgins, C. A., Judge, T. A., & Ferris, G. R. (2003). Influence tactics and work outcomes: A meta-analysis. Journal of Occupational Behavior, 24, 89–106.CrossRefGoogle Scholar
  45. Holz-Ebeling, F. (1989). Zur Frage der Trivialität von Forschungsergebnissen. Zeitschrift für Sozialpsychologie, 20, 141–156.Google Scholar
  46. Hopkins, M. M., & Bilimoria, D. (2008). Social and emotional competencies predicting success for male and female executives. Journal of Management Development, 27, 13–35.CrossRefGoogle Scholar
  47. Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92, 1332–1356.PubMedCrossRefGoogle Scholar
  48. Jackson, T. A., Meyer, J. P., & Wang, X.-H. (2013). Leadership, commitment, and culture: A meta-analysis. Journal of Leadership & Organizational Studies, 20, 84–106.CrossRefGoogle Scholar
  49. Jaramilloa, J., Mulkib, J. P., & Marshall, G. W. (2005). A meta-analysis of the relationship between organizational commitment and salesperson job performance: 25 years of research. Journal of Business Research, 58, 705–714.CrossRefGoogle Scholar
  50. Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87, 765–780.PubMedCrossRefGoogle Scholar
  51. Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiation structure in leadership research. Journal of Applied Psychology, 89, 36–51.PubMedCrossRefGoogle Scholar
  52. Kahneman, D., & Tversky, A. (1973). On the psychology of prediction. Psychological Review, 80, 237–251.CrossRefGoogle Scholar
  53. Kahneman, D., & Tversky, A. (1979). Prospect theory: An analysis of decision under risk. Econometrica, 47, 263–291.CrossRefGoogle Scholar
  54. Kanning, U. P. (2000). Selbstwertmanagement: Die Psychologie des selbstwertdienlichen Verhaltens. Göttingen: Hogrefe.Google Scholar
  55. Kanning, U. P. (2009). Inventar sozialer Kompetenzen (ISK). Göttingen: Hogrefe.Google Scholar
  56. Kanning, U. P. (2015). Personalauswahl zwischen Anspruch und Wirklichkeit – Eine wirtschaftspsychologische Analyse. Berlin: Springer.Google Scholar
  57. Kanning, U. P. (2018). Digitalisierung in der Eignungsdiagnostik. Report Psychologie, 43, 398–405.Google Scholar
  58. Kanning, U. P., & Fricke, P. (2013). Führungserfahrung – Wie nützlich ist sie wirklich? Personalführung, 1, 48–53.Google Scholar
  59. Karlshoven, K., Den Hartog, D. N., & de Hoogh, A. H. B. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a muldidimensional measure. The Leadership Quarterly, 22, 51–69.CrossRefGoogle Scholar
  60. Kerschreiter, R., & Eisenbeiss, S. A. (2015). Ethische Führung. In J. Felfe (Hrsg.), Trends der psychologischen Führungsforschung (S. 27–37). Göttingen: Hogrefe.Google Scholar
  61. Kirchler, E. (2011). Wirtschaftspsychologie (4. Aufl.). Göttingen: Hogrefe.Google Scholar
  62. Kiruma, T. (2015). A review of political skill: Current research trend and directions for future research. International Journal of Management Reviews, 17, 312–332.CrossRefGoogle Scholar
  63. Klotz, A. C., He, W., Yam, K. C., Bolino, M. C., Wie, W. & Houston, L. III. (2018). Good actor but bad apples: Deviant consequences of daily impression management at work. Journal of Applied Psychology, 103(10), 1145–1154.Google Scholar
  64. Kolev, N. (2013). Political Skill – Freund oder Feind? Münster: MV-Wissenschaft.Google Scholar
  65. Kooij, D. T. A. M., Jansen, P. G. W., Dikkers, J. S. E., & DeLange, A. H. (2010). The influence of age on the associations between HR practices and both affective commitment and job satisfaction: A meta-analysis. Journal of Organizational Behavior, 31, 1111–1136.CrossRefGoogle Scholar
  66. Lacerenza, C. N., Reynes, L. R., Marlow, S. L., Joseph, D. L., & Salas, E. (2017). Leadership training design, delivery, and implementation: A meta-analysis. Journal of Applied Psychology, 102, 1686–1718.PubMedCrossRefGoogle Scholar
  67. Lampaki, A., & Papadakis, V. (2018). The impact of organizational politics and trust in the top management team on strategic decision implementation success: A middle manager’s perspective. European Management Journal, 30, 1–11.Google Scholar
  68. Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimental created social climates. Journal of Social Psychology, 10, 271–299.CrossRefGoogle Scholar
  69. Lombardo, M. M., & Eichinger, R. W. (2006). The leadership machine (3. Aufl.). Minneapolis: Lominger.Google Scholar
  70. Luthans, F., Hodgetts, R. M., & Rosenkrantz, S. A. (1988). Real managers. Cambridge, MA: Ballinger.Google Scholar
  71. McCall, M. W., Jr., & Lombardo, M. M. (1983). Off the track: Why and how successful executives get derailed (Technical support no. 21). Greensboro: Center for creative leadership.Google Scholar
  72. McDonald, L. G., & Robinson, P. (2010). Dead Bank Walking: Wie Lehman Brothers zusammenbrach. Hamburg: Hoffmann und Campe.Google Scholar
  73. Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61–89.CrossRefGoogle Scholar
  74. Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61, 20–52.CrossRefGoogle Scholar
  75. Montano, D., Reeske, A., Franke, F., & Hüffmeier, J. (2016). Leadership, followers’ mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective. Journal of Organizational Behavior, 38, 327–350.CrossRefGoogle Scholar
  76. Munyon, T. P., Summers, J. K., Thompson, K. M., & Ferris, G. R. (2015). Political skill and work outcomes: A theoretical extension, meta-analytic investigation, and agenda for the future. Personnel Psychology, 68, 143–184.CrossRefGoogle Scholar
  77. Neuberger, O. (2002). Führen und führen lassen (5. Aufl.). Stuttgart: Lucius.Google Scholar
  78. Neuberger, O. (2006). Mikropolitik: Stand der Forschung und Reflexion. Zeitschrift für Arbeits- und Organisationspsychologie, 50, 189–202.CrossRefGoogle Scholar
  79. Ng, T. W. H. (2015). The incremental validity of organizational commitment, organizational trust, and organizational identification. Journal of Vocational Behavior, 88, 154–163.CrossRefGoogle Scholar
  80. O-NET. (2018). CEO Skills. https://www.onetonline.org/link/summary/11-1011.00. Zugegriffen am 01.08.2018.
  81. Paustian-Underdahl, S. C., Slattery Walker, L., & Woehr, D. J. (2014). Gender and perceptions of leadership effectiveness: A meta-analysis of contextual moderators. Journal of Applied Psychology, 99, 1129–1145.PubMedCrossRefGoogle Scholar
  82. Peus, C., Wesche, J. S., & Braun, S. (2015). Authentic leadership. In J. Felfe (Hrsg.), Trends der psychologischen Führungsforschung (S. 15–26). Göttingen: Hogrefe.Google Scholar
  83. Pohl, R. F. (2004). Cognitive Illusions. A handbook on fallacies and biases in thinking, judgement and memory. New York: Psychology Press.Google Scholar
  84. Pohl, R. F., & Hell, W. (1996). No reduction in hindsight bias after complete information and repeated testing. Organizational Behavior and Human Decision Processes, 67, 49–58.CrossRefGoogle Scholar
  85. Rasch, R., Shen, W., Davies, S. E., & Bono, J. (2008). The development of a taxonomy of ineffective leadership behaviors. Paper presented at the 23. Annual Conference of the Society for Industrial and Organizational Psychology, San Francisco.Google Scholar
  86. Riketta, M. (2002). Attitudinal organizational commitment and job performance. A meta-analysis. Journal of Organizational Behavior, 23, 257–266.CrossRefGoogle Scholar
  87. Roberts, M. L., Hite, P. A., & Bradley, C. F. (1994). Understanding attitudes towards progressive taxation. Public Opinion Quarterly, 58, 165–190.CrossRefGoogle Scholar
  88. Rosenstiel, L. v., & Kaschube, J. (2014). Führung. In H. Schuler, U. P. Kanning, & U. P. (Hrsg.), Lehrbuch der Personalpsychologie (S. 677–724). Göttingen: Hogrefe.Google Scholar
  89. Roth, M. (2013). Der Hauptstadtflughafen: Politik und Missmanagement – Ein Insider berichtet. Berlin: zu Klampen.Google Scholar
  90. Schilling, J., & May, D. (2015). Negative und Destruktive Führung. In J. Felfe (Hrsg.), Trends der psychologischen Führungsforschung (S. 317–329). Göttingen: Hogrefe.Google Scholar
  91. Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: practice and theoretical implications of 85 years of research findings. Psychological Bulletin, 124, 262–274.CrossRefGoogle Scholar
  92. Schwarz, N. (1990). Feelings as information: Informational and motivational functions of affective states. In E. T. Higgins & R. M. Sorrentino (Hrsg.), Handbook of motivation and cognition: Foundations of social behavior (Bd. 2, S. 527–561). New York: Guilford Press.Google Scholar
  93. Schwarz, N., & Clore, G. L. (1983). Mood, misattribution, and judgments of well-being: Informative and directive functions of affective states. Journal of Personality and Social Psychology, 45, 513–523.CrossRefGoogle Scholar
  94. Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138–158.CrossRefGoogle Scholar
  95. Silfvast, R. O., & Quaglieri, P. L. (1994). Management skills transferability and the public and private sector manager. Public Personnel Management, 23, 117–126.CrossRefGoogle Scholar
  96. Sleesman, D. J., Colon, D. E., McNamara, G., & Miles, J. E. (2012). Cleaning up the big muddy: A meta-analytic review of the determinants of escalation of commitment. Academy of Management Journal, 55, 541–562.CrossRefGoogle Scholar
  97. Spiegel-Online. (2016). Flughafen BER: Geheimer Prüfbericht rechnet mit Kontrolleuren ab. http://www.spiegel.de/wirtschaft/soziales/flughafen-berlin-brandenburg-staatsanwaltschaft-prueft-ermittlungen-a-1077129.html. Zugegriffen am 31.12.2017.
  98. Staehle, W. H. (1999). Management. Eine verhaltenswissenschaftliche Perspektive (8. Aufl.). München: Vahlen.Google Scholar
  99. Sturm, M., Reiher, S., Heinitz, K., & Soellner, R. (2011). Transformationale, transaktionale und passiv-vermeidende Führung: Eine metaanalytische Untersuchung ihres Zusammenhangs mit Führungserfolg. Zeitschrift für Arbeits- und Organisationspsychologie, 55, 88–104.CrossRefGoogle Scholar
  100. Sun, S., & van Emmerik, H. (2015). Are proactive personalities always beneficial? Political skill as a moderator. Journal of Applied Psychology, 100, 966–975.PubMedCrossRefGoogle Scholar
  101. Taylor, S. N., & Hood, J. N. (2010). It may not be what you think: Gender differences in predicting emotional and social competence. Human Relations, 64, 627–652.CrossRefGoogle Scholar
  102. Tedeschi, J. T., Lindskold, S., & Rosenfield, P. (1985). Introduction to social psychology. St. Paul: West.Google Scholar
  103. Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43, 178–190.Google Scholar
  104. Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: Path analysis based on meta-analytic findings. Personnel Psychology, 46, 259–293.CrossRefGoogle Scholar
  105. Thaler, R. H. (1991). Quasi rational economics. New York: Sage.Google Scholar
  106. Thaler, R. H. (1992). The winner’s curse: Paradoxes and anomalies of economic life. New York: Macmillan.Google Scholar
  107. Thompson, G., Buch, R., & Kuvaas, B. (2017). Political skill, participation in decision-making and organizational commitment. Personnel Review, 46, 740–749.CrossRefGoogle Scholar
  108. Thoroughgood, C. N., Tate, B. W., Sawyer, K. B., & Jacobs, R. (2012). Bad to the bone: Empirically defining and measuring destructive leader behavior. Journal of Leadership & Organizational Studies, 19, 230–255.CrossRefGoogle Scholar
  109. Tversky, A., & Kahneman, D. (1974). Judgement under uncertainty: Heuristics and biases. Science, 185, 1124–1131.PubMedCrossRefGoogle Scholar
  110. Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37, 1228–1261.CrossRefGoogle Scholar
  111. Viswesvaran, C., & Ones, D. S. (2001). Do impression management scales in personality inventories predict managerial job performance ratings? International Journal of Selection and Assessment, 9, 277–289.CrossRefGoogle Scholar
  112. Vroom, V. H., & Yetton, P. (1973). Leadership and decision-making. Pittsburgh: University of Pittsburgh Press.CrossRefGoogle Scholar
  113. Walter, M., & Kanning, U. P. (2003). Wahrgenommene soziale Kompetenzen von Vorgesetzten und Mitarbeiterzufriedenheit. Zeitschrift für Arbeits- und Organisationspsychologie, 47, 152–157.CrossRefGoogle Scholar
  114. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic Leadership: Development and validation of a theory-based measure. Journal of Management, 34, 89–126.CrossRefGoogle Scholar
  115. Wason, P. (1960). On the failure to eliminate hypotheses in a conceptual task. Quarterly Journal of Experimental Psychology, 12, 129–140.CrossRefGoogle Scholar
  116. Zajonc, R. (1968). Attitudinal effects of mere exposure. Journal of Personality and Social Psychology, 1968(9), 1–27.CrossRefGoogle Scholar
  117. Zettler, I., & Lang, J. W. B. (2015). Employees’ political skills and job performance: An inverted U-shaped relation? Applied Psychology: An international Review, 64, 541–577.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag GmbH Deutschland, ein Teil von Springer Nature 2019

Authors and Affiliations

  • Uwe Peter Kanning
    • 1
  1. 1.Fakultät Wirtschafts-Hochschule OsnabrückOsnabrückDeutschland

Personalised recommendations