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Deanne N. Den Hartog

Bio: Deanne N. Den Hartog is an academic researcher from University of Amsterdam. The author has contributed to research in topics: Transformational leadership & Leadership style. The author has an hindex of 56, co-authored 178 publications receiving 16738 citations. Previous affiliations of Deanne N. Den Hartog include VU University Amsterdam & Erasmus University Rotterdam.


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Deanne N. Den Hartog1, Robert J. House2, Paul J. Hanges3, S. Antonio Ruiz-Quintanilla4, Peter W. Dorfman5, Ikhlas A. Abdalla6, Babajide Samuel Adetoun, Ram N. Aditya7, Hafid Agourram8, Adebowale Akande, Bolanle Elizabeth Akande, Staffan Åkerblom9, Carlos Altschul10, Eden Alvarez-Backus, Julian Andrews11, Maria Eugenia Arias, Mirian Sofyan Arif12, Neal M. Ashkanasy13, Arben Asllani14, Guiseppe Audia15, Gyula Bakacsi, Helena Bendova, David Beveridge16, Rabi S. Bhagat17, Alejandro Blacutt, Jiming Bao18, Domenico Bodega, Muzaffer Bodur19, Simon Booth20, Annie E. Booysen21, Dimitrios Bourantas22, Klas Brenk, Felix C. Brodbeck23, Dale Everton Carl24, Philippe Castel25, Chieh Chen Chang26, Sandy Chau, Frenda K.K. Cheung27, Jagdeep S. Chhokar28, Jimmy Chiu29, Peter Cosgriff30, Ali Dastmalchian31, Jose Augusto Dela Coleta, Marilia Ferreira Dela Coleta, Marc Deneire, Markus Dickson32, Gemma Donnelly-Cox33, Christopher P. Earley34, Mahmoud A. Elgamal35, Miriam Erez36, Sarah Falkus13, Mark Fearing30, Richard H. G. Field11, Carol Fimmen16, Michael Frese37, Ping Ping Fu38, Barbara Gorsler39, Mikhail V. Gratchev, Vipin Gupta40, Celia Gutiérrez41, Frans Marti Hartanto, Markus Hauser, Ingalill Holmberg9, Marina Holzer, Michael Hoppe, Jon P. Howell5, Elena Ibrieva42, John Ickis43, Zakaria Ismail44, Slawomir Jarmuz45, Mansour Javidan24, Jorge Correia Jesuino, Li Ji46, Kuen Yung Jone, Geoffrey Jones20, Revaz Jorbenadse47, Hayat Kabasakal19, Mary A. Keating33, Andrea Keller39, Jeffrey C. Kennedy30, Jay S. Kim48, Giorgi Kipiani, Matthias Kipping20, Edvard Konrad, Paul L. Koopman1, Fuh Yeong Kuan, Alexandre Kurc, Marie-Françoise Lacassagne25, Sang M. Lee42, Christopher Leeds, Francisco Leguizamón43, Martin Lindell, Jean Lobell, Fred Luthans42, Jerzy Maczynski49, Norma Binti Mansor, Gillian Martin33, Michael Martin42, Sandra Martinez5, Aly Messallam50, Cecilia McMillen51, Emiko Misumi, Jyuji Misumi, Moudi Al-Homoud35, Phyllisis M. Ngin52, Jeremiah O’Connell53, Enrique Ogliastri54, Nancy Papalexandris22, T. K. Peng55, Maria Marta Preziosa, José Prieto41, Boris Rakitsky, Gerhard Reber56, Nikolai Rogovsky57, Joydeep Roy-Bhattacharya, Amir Rozen36, Argio Sabadin, Majhoub Sahaba, Colombia Salon De Bustamante54, Carmen Santana-Melgoza58, Daniel A. Sauers30, Jette Schramm-Nielsen59, Majken Schultz59, Zuqi Shi18, Camilla Sigfrids, Kye Chung Song60, Erna Szabo56, Albert C. Y. Teo61, Henk Thierry62, Jann Hidayat Tjakranegara, Sylvana Trimi42, Anne S. Tsui63, Pavakanum Ubolwanna64, Marius W. Van Wyk21, Marie Vondrysova65, Jürgen Weibler66, Celeste P.M. Wilderom62, Rongxian Wu67, Rolf Wunderer68, Nik Rahiman Nik Yakob44, Yongkang Yang18, Zuoqiu Yin18, Michio Yoshida69, Jian Zhou18 
VU University Amsterdam1, University of Pennsylvania2, University of Maryland, Baltimore3, Cornell University4, New Mexico State University5, Qatar Airways6, Louisiana Tech University7, Université du Québec8, Stockholm School of Economics9, University of Buenos Aires10, University of Alberta11, University of Indonesia12, University of Queensland13, Bellevue University14, London Business School15, Western Illinois University16, University of Memphis17, Fudan University18, Boğaziçi University19, University of Reading20, University of South Africa21, Athens University of Economics and Business22, Ludwig Maximilian University of Munich23, University of Calgary24, University of Burgundy25, National Sun Yat-sen University26, Hong Kong Polytechnic University27, Indian Institute of Management Ahmedabad28, City University of Hong Kong29, Lincoln University (New Zealand)30, University of Lethbridge31, Wayne State University32, University College Dublin33, Indiana University34, Kuwait University35, Technion – Israel Institute of Technology36, University of Giessen37, The Chinese University of Hong Kong38, University of Zurich39, Fordham University40, Complutense University of Madrid41, University of Nebraska–Lincoln42, INCAE Business School43, National University of Malaysia44, Opole University45, Hong Kong Baptist University46, Tbilisi State University47, Ohio State University48, University of Wrocław49, Alexandria University50, University of San Francisco51, Melbourne Business School52, Bentley University53, University of Los Andes54, I-Shou University55, Johannes Kepler University of Linz56, International Labour Organization57, Smith College58, Copenhagen Business School59, Chungnam National University60, National University of Singapore61, Tilburg University62, Hong Kong University of Science and Technology63, Thammasat University64, Sewanee: The University of the South65, FernUniversität Hagen66, Soochow University (Suzhou)67, University of St. Gallen68, Kumamoto University69
TL;DR: In this paper, the authors focus on culturally endorsed implicit theories of leadership (CLTs) and show that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership.
Abstract: This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.

1,227 citations

Journal ArticleDOI
TL;DR: In this article, the authors provide an inventory of leader behaviours likely to enhance employees' innovative behavior, including idea generation and application behavior, in knowledge-intensive service firms (e.g., consultants, researchers, engineers).
Abstract: Purpose – To provide an inventory of leader behaviours likely to enhance employees’ innovative behaviour, including idea generation and application behaviour. Design/methodology/approach – Based on a combination of literature research and in-depth interviews, the paper explores leadership behaviours that stimulate employees’ idea generation and application behaviour. The study was carried out in knowledge-intensive service firms (e.g. consultants, researchers, engineers). Findings – It was found that there were 13 relevant leadership behaviours. Although innovative behaviour is crucial in such firms, it has received very little attention from researchers. Leaders influence employees’ innovative behaviour both through their deliberate actions aiming to stimulate idea generation and application as well as by their more general, daily behaviour. Research limitations/implications – Future quantitative research could condense our overview of leader practices, explore which practices are most relevant to employees’ idea generation and/or application behaviour, which contingency factors influence the leadership-innovative behaviour connection and provide information as to whether different practices are relevant in other types of firms.

1,126 citations

Journal ArticleDOI
TL;DR: In this paper, the authors used the Multifactor Leadership Questionnaire (MLQ-8Y) to measure transformational, transactional and laissez-faire leadership in Dutch organizations.
Abstract: A questionnaire used often to measure transformational, transactional and laissez-faire leadership is che Multifactor Leadership Questionnaire developed by Bass (Bass & Avolio, 1989). This study aims to test the factor structure of the MLQ as developed by Bass & Avolio. The MLQ-8Y was analysed using data collected in Dutch organizations. Seven hundred employees from eight organizations rated their leader's behaviour with the MLQ. First, an indication of the internal consistency of the scales developed by Bass is reported. The results of subsequent factor analyses show that the three types of leadership can be found in the data; however, the scales found here are slightly different from Bass' scales. Especially, the transactional and laissez-faire scales have been altered on theoretical and empirical grounds. The adapted version of the MLQ covers the domain with fewer items.

918 citations

Journal ArticleDOI
TL;DR: In this article, the authors developed a measure of IWB with four potential dimensions: the exploration, generation, championing and implementation of ideas, from a pilot survey among 81 research professionals and their supervisors, derived an initial version of ten items.
Abstract: Both scientists and practitioners emphasize the importance of innovative work behaviour (IWB) of individual employees for organizational success, but the measurement of IWB is still at an evolutionary stage. This article is concerned with developed a measure of IWB with four potential dimensions: the exploration, generation, championing and implementation of ideas. From a pilot survey among 81 research professionals and their supervisors, we derived an initial version of ten items. Next, analysis of validity drew on survey data from 703 matched dyads of knowledge workers and their supervisors in 94 knowledge intensive services firms. It included confirmatory factor analyses and hierarchical multilevel regressions to test hypothesized relationships of IWB with related constructs, including participative leadership, external work contacts and innovative output. These analyses demonstrated sufficient reliability and criterion validity. Evidence for the distinctiveness of the four dimensions was, however, weak, suggesting that IWB is one-dimensional. We conclude that further research on this issue is merited.

867 citations

Journal ArticleDOI
TL;DR: In this article, the authors examined the relationship of leader's social responsibility with different aspects of ethical leadership (morality and fairness, role clarification, and power sharing) as well as with despotic leadership.
Abstract: In this multi-method study, we examined the relationships of leader's social responsibility with different aspects of ethical leadership (morality and fairness, role clarification, and power sharing) as well as with despotic leadership. We also investigated how these leadership behaviors relate to effectiveness and optimism, using multiple-source ratings. Interviews with CEOs ( N = 73) were coded for the presence of leader's social responsibility and its facets. Also, using questionnaires, direct reports rated each CEOs' leader behavior ( n = 130) and a second group of direct reports ( n = 119) rated effectiveness and optimism. As expected, leaders high on social responsibility were rated higher on ethical leadership and lower on despotic leadership. Ethical leadership was also positively related to perceived top management team effectiveness and subordinates' optimism about the future of the organization and their own place within it.

769 citations


Cited by
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TL;DR: Machine learning addresses many of the same research questions as the fields of statistics, data mining, and psychology, but with differences of emphasis.
Abstract: Machine Learning is the study of methods for programming computers to learn. Computers are applied to a wide range of tasks, and for most of these it is relatively easy for programmers to design and implement the necessary software. However, there are many tasks for which this is difficult or impossible. These can be divided into four general categories. First, there are problems for which there exist no human experts. For example, in modern automated manufacturing facilities, there is a need to predict machine failures before they occur by analyzing sensor readings. Because the machines are new, there are no human experts who can be interviewed by a programmer to provide the knowledge necessary to build a computer system. A machine learning system can study recorded data and subsequent machine failures and learn prediction rules. Second, there are problems where human experts exist, but where they are unable to explain their expertise. This is the case in many perceptual tasks, such as speech recognition, hand-writing recognition, and natural language understanding. Virtually all humans exhibit expert-level abilities on these tasks, but none of them can describe the detailed steps that they follow as they perform them. Fortunately, humans can provide machines with examples of the inputs and correct outputs for these tasks, so machine learning algorithms can learn to map the inputs to the outputs. Third, there are problems where phenomena are changing rapidly. In finance, for example, people would like to predict the future behavior of the stock market, of consumer purchases, or of exchange rates. These behaviors change frequently, so that even if a programmer could construct a good predictive computer program, it would need to be rewritten frequently. A learning program can relieve the programmer of this burden by constantly modifying and tuning a set of learned prediction rules. Fourth, there are applications that need to be customized for each computer user separately. Consider, for example, a program to filter unwanted electronic mail messages. Different users will need different filters. It is unreasonable to expect each user to program his or her own rules, and it is infeasible to provide every user with a software engineer to keep the rules up-to-date. A machine learning system can learn which mail messages the user rejects and maintain the filtering rules automatically. Machine learning addresses many of the same research questions as the fields of statistics, data mining, and psychology, but with differences of emphasis. Statistics focuses on understanding the phenomena that have generated the data, often with the goal of testing different hypotheses about those phenomena. Data mining seeks to find patterns in the data that are understandable by people. Psychological studies of human learning aspire to understand the mechanisms underlying the various learning behaviors exhibited by people (concept learning, skill acquisition, strategy change, etc.).

13,246 citations

01 May 1997
TL;DR: Coaching & Communicating for Performance Coaching and communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities as mentioned in this paper.
Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

4,935 citations

Journal ArticleDOI
TL;DR: In this paper, social learning theory is used as a theoretical basis for understanding ethical leadership and a constitutive definition of the ethical leadership construct is proposed. But, little empirical research focuses on an ethical dimension of leadership.

3,547 citations

Journal ArticleDOI
TL;DR: The Human Side of Enterprise as mentioned in this paper is one of the most widely used management literature and has been widely used in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades.
Abstract: \"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

3,373 citations