bluuebunny/crossref_metadata_2025_split huggingface dataset:
Impliciete leiderschapstheorieën en de perceptie van transformationeel leiderschap: een replicatie van Duits onderzoek
Authors: Schyns Birgit , Sanders Karin 
Published: August 2021

Implicit leadership theories and the perception of transformational leadership: a replication of German research
Implicit leadership theories and the perception of transformational leadership: a replication of German research
Birgit Schyns & Karin Sanders, Gedrag & Organisatie, volume 17, April 2004, nr. 2, pp. 143-154.
Results of a German study show that implicit leadership theories do influence the evaluation of leaders. In this article the German study is replicated in a Dutch situation. In an experimental setting, the effects of two implicit leadership theories, Romance of Leadership and transformational leadership, on the evaluation of a described leader were tested. The experiment was conducted as a two-point design: At time point one 81 Dutch students were questioned about their implicit leadership theories and at time point two the students evaluated descriptions of either a transformational or a transactional leader. As hypothesized (hypothesis 1) transformational leadership as an implicit leadership theory (ILT) has an effect on perceptions of the described leader. Hypothesis 2 could not be confirmed: Romance of leadership has no significant influence on perceptions of the described leader.
Behoefte aan leiderschap in organisaties: wie heeft het en waarom?
Authors: E. de Vries Reinout , A. Roe Robert , C.B. Taillieu Tharsi , J.M. Nelissen Nico 
Published: August 2021

Who needs leadership in organizations and why?
Who needs leadership in organizations and why?
Reinout E. de Vries, Robert A. Roe, Tharsi C.B. Taillieu & Nico J.M. Nelissen, Gedrag & Organisatie, Volume 17, June 2004, nr. 3, pp. 204-226.
Leadership literature most often deals with the leader and his/her effects on the performance and attitudes of employees. In contrast with these so-called leader-centred models, the follower-centred 'need for leadership' model focuses on the employee and his/her needs and wishes towards the leadership role. The model proposes that leadership effects are dependent on an employee's actual need for leadership. This article reviews the research on the effects of need for leadership on various individual and organizational leadership outcomes. Additionally, results of studies on the relative prevalence of various leadership needs – leadership functions that employees do and do not need – and predictors of need for leadership are presented. In particular, the article addresses the extent to which need for leadership is based on situational context or personal characteristics of the employee. Based on the findings presented here, the following is concluded: a) employees most strongly need a leader's 'connecting' function (to arrange things with higher management and to pass on information), b) leaders may have a different perception of employees' need for leadership than employees themselves, and c) need for leadership is mainly predicted by personal characteristics of employees, such as age, education, expertise and personality, and by the perceived style of the leader him-/herself.
De psychologie van arbeid en gezondheid: verleden, heden en toekomst
Authors: Schaufeli Wilmar 
Published: August 2021

Occupational Health Psychology: past, present and future
Occupational Health Psychology: past, present and future
Wilmar Schaufeli, Gedrag & Organisatie, Volume 17, October 2004, nr. 5, pp. 327-341
Occupational Health Psychology (OHP) concerns studying and improving employees' health and well-being. Although some psychologists pioneered the field a long time ago, OHP emerged relatively recent in the 1990s. The Netherlands have played an important role in its development, since OHP found a fertile soil in the country's legal, political, social, psychological, and institutional climate. In view of both external (i.e. societal) and internal (i.e. scientific) developments the future of OHP research is described. In particular, some important results and future challenges of five different types of research are discussed: explanatory, descriptive, tool development, intervention and organizational change research, respectively. The article concludes with the observation that the current 'negative' approach of OHP that focuses on unhealthiness, unwell-being and malfunctioning is evolving towards a more 'positive' approach that focuses on health, well-being and optimal functioning.
Reflexiviteit van teams: ontwikkeling van een instrument
Authors: C. Schippers Michaéla , N. Den Hartog Deanne , L. Koopman Paul 
Published: August 2021

Team reflexivity: developing an instrument
Team reflexivity: developing an instrument
Michaéla C. Schippers, Deanne N. Den Hartog & Paul L. Koopman, Gedrag & Organsiatie, Volume 18, April 2005, nr. 2, pp. 83-102
Reflexivity – the extent to which teams reflect upon and modify their functioning - has been identified as an important factor in the effectiveness of work teams. In this article the results of a study among fifty-nine teams from fourteen different organizations are described. The aim was to develop a questionnaire to measure (aspects of) reflexivity. Confirmative factor analyses identified two factors of reflection: Evaluation/learning and discussing processes. Positive relationships between reflexivity and two measures of team performance were found. The implications and possible areas of future research are discussed.
Transformationeel leiderschap en carrière maken: sekseverschillen in consequenties van effectief leiderschap
Authors: L. van Engen Marloes , J. Vinkenburg Claartje 
Published: August 2021

Transformational leadership and career making: sex differences in consequences of effective leadership
Transformational leadership and career making: sex differences in consequences of effective leadership
Marloes L. van Engen & Claartje J. Vinkenburg, Gedrag & Organisatie, Volume 18, April 2005, nr. 2, pp. 103-121
Despite indications that women, when compared to men, make more use of the effective leadership styles (i.e. transformational leadership) and less use of ineffective leadership styles (transactional and laissez-faire leadership), women in top level leadership positions remain scarce. In this study the relationship between leadership styles and career making is examined. Respondents indicated the degree to which leadership behaviors, measured by 36 items of the Multifactor Leadership Questionnaire, were likely to lead to the promotion of male and female managers to middle, higher and top management positions. The results show that transformational leadership, especially 'inspirational motivation', contributes to a larger extent to getting promoted than transactional and laissez-faire leadership. 'Individualized consideration' was found to be more important for the promotion of female managers than for the promotion of male managers. Meanwhile, 'individualized consideration' and 'contingent reward' were seen as particularly important for promotions to middle and higher management levels, and less so for promotions to top management levels. Thus, female managers may be confronted with the paradox that the style that is seen as most suitable for them is not the style that helps them to get promoted to the top level of organizations.
Sociale rechtvaardigheid, psychologisch terugtrekgedrag en ziekteverzuim
Authors: Karregat Simone , Steensma Herman 
Published: August 2021

Social justice, psychological withdrawal and absenteeism
Social justice, psychological withdrawal and absenteeism
Simone Karregat & Herman Steensma, Gedrag & Organisatie, Volume 18, June 2005, nr. 3, pp. 139-155.
The social justice phenomenon has rarely been fully associated with absenteeism. Although both forms of justice interact, distributive justice in this context is often over-exposed at the cost of procedural forms of justice. In this study, the effects of both distributional and procedural justice on absenteeism are investigated. Besides a full or partial mediating effect of procedural justice on absenteeism by way of distributional justice, a mediating effect is assumed through psychological forms of withdrawal, such as job dissatisfaction, lack of organizational commitment and both group and individual tolerances towards absenteeism. A study among 90 employees (re-sponse rate 84%) of a for profit service company, showed that the reaction to experienced injustice is psychological rather than behavioural by nature. Feelings of distributive as well as procedural injustice increase job dissatisfaction. Although direct and mediating effects on absenteeism have not been established, the results do not exclude the possibility of an indirect effect through decreased job satisfaction and an increased individual tolerance towards absenteeism.
Werk/privé-cultuur en de houding van managers ten aanzien van werk/privé-beleid in de financiële sector
Authors: den Dulk Laura , de Ruijter Judith 
Published: August 2021

Work-life culture and attitude of managers towards work/non-work policies in the financial sector
Work-life culture and attitude of managers towards work/non-work policies in the financial sector
Laura den Dulk & Judith de Ruijter, Gedrag & Organisatie, Volume 18, 2005, pp. 280-295.
What attitudes do managers in the financial sector hold towards work/non-work policies, such as flexible working hours and parental leave? To what degree do managers support requests of employees who want to exercise these policies and to what extent are their attitudes influenced by organizational culture? Attitudes of managers were measured in a vignette study in three organizations in the financial sector. Organizational culture was measured independently, through a survey among a sample of employees. The findings show that the more an organization supports the work/non-work balance, the more positively its managers respond to employee requests. In general, managers assess requests of female employees more positive than male employees' requests. Furthermore, characteristics of both the request itself and the employee filing the request, influence managers' assessments especially if the organizations' attitude towards work-life balance is ambiguous.
Leren op het werk: Een handelingstheoretisch perspectief
Authors: Taris Toon , Kompier Michiel , Wielenga-Meijer Etty 
Published: August 2021

Employee learning and task characteristics: An action-theoretical perspective
Employee learning and task characteristics: An action-theoretical perspective
Toon Taris, Michiel Kompier & Etty Wielenga-Meijer, Gedrag & Organisatie, Volume 19, Maart 2006, nr. 1, pp. 69-89
This study examines employee learning behavior as a function of task characteristics. Karasek and Theorell's (1990) Demand-Control (DC) model proposes that high levels of learning will occur when both job demands and job control are high. We consider the evidence for this assumption, arguing that the conceptual foundations of the DC model regarding the processes accounting for learning behavior are weak, while interpersonal differences in the learning process are largely neglected. We then discuss the relationship between learning and task characteristics from the perspective of German Action Theory (AT). AT explicitly discusses the mechanisms accounting for the relationship between task characteristics and learning, also assigning a role to interpersonal differences. Finally, we present a model that integrates action-theoretical insights on learning with DC-based empirical results.
De invloed van gedragssturing op de werkplek op de betrokkenheid en prestaties van medewerkers: een test van twee alternatieve verklaringen
Authors: Dewettinck Koen , Buyens Dirk 
Published: August 2021

The impact of behavioral control in the workplace on employee affective commitment and performance levels: testing two alternative explanations
The impact of behavioral control in the workplace on employee affective commitment and performance levels: testing two alternative explanations
Koen Dewettinck & Dirk Buyens,Gedrag & Organisatie, Volume 19, Juni 2006, nr. 2, pp. 161.
In this study, we proposed and empirically tested a process model in which supervisory behavioral control is linked to frontline employee affective commitment and performance levels. We tested two alternative explanations by investigating the intermediate role of job autonomy and situational learning orientation, using multiple-source survey data from a sample of 1184 frontline service employees and their supervisors. Results indicate that situational learning orientation is an important construct in linking behavioral control to performance. Job autonomy showed to be important in explaining employee outcomes, but was as such only marginally related to behavioral control. Theoretical and managerial implications are discussed.
Work characteristics and the emergence of a sustainable workforce: Do job design principles matter?
Authors: Fay Doris , Kamps Alexandra 
Published: August 2021

Work characteristics and the emergence of a sustainable workforce: Do job design principles matter?
Work characteristics and the emergence of a sustainable workforce: Do job design principles matter?
Doris Fay & Alexandra Kamps, Gedrag & Organisatie, Volume 19, June 2006, nr. 2, pp. 184.
Today's organisations require a workforce with high levels of adaptability and flexibility, that is, a sustainable workforce. Drawing on the notion of socialization through work, this study looks at the potential role of job design for building a sustainable workforce. Drawing on data from 335 individuals from the new German countries, we tested whether levels of desirable attitudes and behaviours are associated with the application of Tayloristic design principles. Perceptions of work characteristics (job control, complexity, task completeness, prescription of one-best-way of doing the job) were used to create groups of work places that differed in degree of Taylorism. Comparison of jobs with high versus low levels of Taylorism showed that individuals with Tayloristic jobs had lower work-related self-efficacy, lower personal initiative, innovativity and readiness to change, and higher levels of control rejection and depression than individuals in less Tayloristic jobs. Implications for changing job demands and future work are discussed.
Opleidingsbereidheid bij tijdelijke versus vaste werknemers in relatie tot attitudes, welzijn en gedrag
Authors: De Cuyper Nele , De Witte Hans 
Published: August 2021

Willingness to follow training among temporary versus permanent workers in relation to attitudes, well-being and behavioural intentions
Willingness to follow training among temporary versus permanent workers in relation to attitudes, well-being and behavioural intentions
Nele De Cuyper & Hans De Witte, Gedrag & Organisatie, Volume 19, September 2006, nr. 3, pp. 290-306
We investigate differences between temporary and permanent workers concerning their willingness to follow training. We moreover assess the extent to which willingness adds in explaining engagement, organizational commitment, life satisfaction and performance. Willingness to follow training concerns either the internal or the external labour market (internal versus external willingness). Expectations are based on (1) Human Capital Theory, (2) literature on boundaryless careers and the new psychological contract, and (3) ideas on temporary employment as a stepping stone to permanent employment. Results (N = 559) show that temporaries as compared to permanents report higher internal willingness. They do not differ on external willingness. Furthermore, both internal and external willingness positively relate to the outcomes, except for life satisfaction. The effects of internal willingness on engagement and organizational commitment are moreover stronger among temporaries than among permanents.
Rechtvaardigheidsonderzoek in Nederland
Authors: Syroit Jef , Steensma Herman , van Breukelen Wim 
Published: August 2021

Justice research in the Netherlands
Justice research in the Netherlands
J. Syroit, H. Steensma & W. van Breukelen, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 321-326
This edition is dedicated to justice research in the Netherlands. The concepts justice, fairness and equity are introduced and the history of justice research and justice theory are described. After that, the nine contributions to this special issue are summarized. On the basis of a review of this and other recent literature we identify several trends in justice research. We conclude this introduction with an agenda for future research projects.
Differentiatie door coaches binnen amateursportteams: terecht of onterecht?
Authors: van Breukelen Wim , Wesselius Wendy 
Published: August 2021

Differential treatment by coaches of amateur sports teams: right or wrong?
Differential treatment by coaches of amateur sports teams: right or wrong?
J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444
A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance.
Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.
Geluidhinder: decibels of onrechtvaardige procedures?
Authors: Maris Eveline , Jan Stallen Pieter , Steensma Herman , Vermunt Riël 
Published: August 2021

Noise Annoyance: Decibels or Unfair Procedures? The contribution of social (in)justice theory to the explanation of noise annoyance
Noise Annoyance: Decibels or Unfair Procedures? The contribution of social (in)justice theory to the explanation of noise annoyance
E. Maris, P.J.M. Stallen, H. Steensma & R. Vermunt, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 445-460
Noise annoyance is determined by acoustical (e.g., loudness, pitch) and nonacoustical variables (e.g., sensitivity, attitudes towards the source). What is the role of social nonacoustical variables (e.g., the sound management)? Three laboratory experiments (N1 = 90, N2 = 117, N3 = 76 subjects) investigating the effects of fair (i.e., 'voice'), neutral, and 'unfair' (i.e., inconsistent procedure) sound management procedures on annoyance with fifteen minutes of 50 or 70 dB A(Leq.) aircraft sound, are evaluated. Results from each experiment show that systematic differences in procedural fairness yield systematic differences in annoyance. The combined results suggest that: 1) a psychological model of noise annoyance needs to consider the social aspects of noise exposure, 2) the operation of social nonacoustical determinants depends on the perceived harmfulness of the exposure situation, arising either from the situation's acoustics or from its social implications, and 3) aviation noise policies should pay due attention to the fairness of their procedures.
Investeren in employability: wiens verantwoordelijkheid?
Authors: Verbruggen Marijke , Forrier Anneleen , Sels Luc , Bollen An 
Published: August 2021

Investing in employability: whose responsibility?
Investing in employability: whose responsibility?
M. Verbruggen, A. Forrier, L. Sels & A. Bollen, Gedrag & Organisatie, volume 21, March 2008, pp. 56-73
Investing in employability is often regarded as a shared responsibility between employees and employers. In practice, however, not all employees and employers take up that responsibility. The Flemish government introduced an 'entitlement to external career guidance' to correct the observed deficiencies. In this article we investigate whether this entitlement can do so. In addition, we examine how employability-investment of employers affects employability-initiative of employees. We conduct a path analysis using data of 803 Flemish employees. Results indicate that employability-initiative of employers encourages employees to take on activities of their own accord, that especially proactive employees are willing to participate in external career guidance and that external career guidance can not totally compensate for a lack of employability-support of the employer.
Een overzicht van het sociaal- en organisatiepsychologisch onderzoek in Nederland naar creativiteit en innovatie
Authors: Rietzschel Eric , Janssen Onne 
Published: August 2021

Social and organizational psychological research on creativity and innovation in the Netherlands: an overview
Social and organizational psychological research on creativity and innovation in the Netherlands: an overview
E. Rietzschel & O. Janssen, Gedrag & Organisatie, volume 21, March 2008, pp. 74-87
This is the first article of a series about creative and innovative performance by individuals and teams. We aim to give an overview of social and organizational psychological research in the Netherlands, published between 2000 and 2006 in Behavior & Organization and in international journals. The selected articles are classified according to subject (creativity versus innovation) and level of analysis (individual versus group level), followed by a general review and discussion.
Van conflictescalatie tot pesterijen op het werk: een analyse met de conflicthanteringstijlen uit de Dual Concern Theorie
Authors: Baillien Elfi , Neyens Inge , De Witte Hans , Notelaers Guy 
Published: August 2021

From conflict escalation to workplace bullying: an analysis with the conflict management styles of the Dual Concern Theory
From conflict escalation to workplace bullying: an analysis with the conflict management styles of the Dual Concern Theory
E. Baillien, I. Neyens, H. De Witte & G. Notelaers, Gedrag & Organisatie, volume 21, June 2008, nr. 2, pp. 113-136
Various studies report a relationship between conflicts and conflict escalation and workplace bullying. This study examines whether conflict management styles of team members explain the escalation of conflicts into workplace bullying. Inspired by the Dual Concern Theory, we assume that conflict escalation will lead to bullying when the team scores high on 'forcing' and 'avoiding'. When 'problem solving' and 'yielding' are dominant, workplace bullying will decrease. Hypotheses are tested within 5420 respondents. The results show a significant contribution from the interactions 'conflict frequency – forcing', 'conflict frequency – problem solving', and 'conflict frequency – avoiding'. This, however, is not the case for the interaction between conflict frequency and yielding. Further analyses confirm the hypotheses: the number of conflicts is more strongly related to bullying in case of a high score on forcing or a high score on avoidance. Besides, conflict frequency is more weakly related to bullying in case of high problem solving.