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Deanne N. Den Hartog
Researcher at University of Amsterdam
Publications - 180
Citations - 19378
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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Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?
Deanne N. Den Hartog,Robert J. House,Paul J. Hanges,S. Antonio Ruiz-Quintanilla,Peter W. Dorfman,Ikhlas A. Abdalla,Babajide Samuel Adetoun,Ram N. Aditya,Hafid Agourram,Adebowale Akande,Bolanle Elizabeth Akande,Staffan Åkerblom,Carlos Altschul,Eden Alvarez-Backus,Julian Andrews,Maria Eugenia Arias,Mirian Sofyan Arif,Neal M. Ashkanasy,Arben Asllani,Guiseppe Audia,Gyula Bakacsi,Helena Bendova,David Beveridge,Rabi S. Bhagat,Alejandro Blacutt,Jiming Bao,Domenico Bodega,Muzaffer Bodur,Simon Booth,Annie E. Booysen,Dimitrios Bourantas,Klas Brenk,Felix C. Brodbeck,Dale Everton Carl,Philippe Castel,Chieh Chen Chang,Sandy Chau,Frenda K.K. Cheung,Jagdeep S. Chhokar,Jimmy Chiu,Peter Cosgriff,Ali Dastmalchian,Jose Augusto Dela Coleta,Marilia Ferreira Dela Coleta,Marc Deneire,Markus Dickson,Gemma Donnelly-Cox,Christopher P. Earley,Mahmoud A. Elgamal,Miriam Erez,Sarah Falkus,Mark Fearing,Richard H. G. Field,Carol Fimmen,Michael Frese,Ping Ping Fu,Barbara Gorsler,Mikhail V. Gratchev,Vipin Gupta,Celia Gutiérrez,Frans Marti Hartanto,Markus Hauser,Ingalill Holmberg,Marina Holzer,Michael Hoppe,Jon P. Howell,Elena Ibrieva,John Ickis,Zakaria Ismail,Slawomir Jarmuz,Mansour Javidan,Jorge Correia Jesuino,Li Ji,Kuen Yung Jone,Geoffrey Jones,Revaz Jorbenadse,Hayat Kabasakal,Mary A. Keating,Andrea Keller,Jeffrey C. Kennedy,Jay S. Kim,Giorgi Kipiani,Matthias Kipping,Edvard Konrad,Paul L. Koopman,Fuh Yeong Kuan,Alexandre Kurc,Marie-Françoise Lacassagne,Sang M. Lee,Christopher Leeds,Francisco Leguizamón,Martin Lindell,Jean Lobell,Fred Luthans,Jerzy Maczynski,Norma Binti Mansor,Gillian Martin,Michael Martin,Sandra Martinez,Aly Messallam,Cecilia McMillen,Emiko Misumi,Jyuji Misumi,Moudi Al-Homoud,Phyllisis M. Ngin,Jeremiah O’Connell,Enrique Ogliastri,Nancy Papalexandris,T. K. Peng,Maria Marta Preziosa,José Prieto,Boris Rakitsky,Gerhard Reber,Nikolai Rogovsky,Joydeep Roy-Bhattacharya,Amir Rozen,Argio Sabadin,Majhoub Sahaba,Colombia Salon De Bustamante,Carmen Santana-Melgoza,Daniel A. Sauers,Jette Schramm-Nielsen,Majken Schultz,Zuqi Shi,Camilla Sigfrids,Kye Chung Song,Erna Szabo,Albert C. Y. Teo,Henk Thierry,Jann Hidayat Tjakranegara,Sylvana Trimi,Anne S. Tsui,Pavakanum Ubolwanna,Marius W. Van Wyk,Marie Vondrysova,Jürgen Weibler,Celeste P.M. Wilderom,Rongxian Wu,Rolf Wunderer,Nik Rahiman Nik Yakob,Yongkang Yang,Zuoqiu Yin,Michio Yoshida,Jian Zhou +143 more
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.
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How leaders influence employees' innovative behaviour
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).
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Transactional versus transformational leadership: An analysis of the MLQ.
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.
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Measuring innovative work behaviour
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.
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Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study
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.