Author
Jürgen Weibler
Other affiliations: FernUniversität Hagen
Bio: Jürgen Weibler is an academic researcher from Rolf C. Hagen Group. The author has contributed to research in topics: Transformational leadership & Transactional leadership. The author has an hindex of 18, co-authored 51 publications receiving 2799 citations. Previous affiliations of Jürgen Weibler include FernUniversität Hagen.
Papers published on a yearly basis
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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
Ludwig Maximilian University of Munich1, Stockholm School of Economics2, London Business School3, Corvinus University of Budapest4, Sewanee: The University of the South5, Bocconi University6, Boğaziçi University7, University of Reading8, University of Ljubljana9, University of Burgundy10, VU University Amsterdam11, Trinity College, Dublin12, Opole University13, ISCTE – University Institute of Lisbon14, Tbilisi State University15, Hanken School of Economics16, University of Wrocław17, Bentley University18, Athens University of Economics and Business19, Complutense University of Madrid20, Johannes Kepler University of Linz21, Tilburg University22, Rolf C. Hagen Group23, University of St. Gallen24
TL;DR: In this article, the authors test the assumption that concepts of leadership differ as a function of cultural differences in Europe and to identify dimensions which describe differences in leadership concepts across European countries.
Abstract: This study sets out to test the assumption that concepts of leadership differ as a function of cultural differences in Europe and to identify dimensions which describe differences in leadership concepts across European countries. Middle-level managers (N = 6052) from 22 European countries rated 112 questionnaire items containing descriptions of leadership traits and behaviours. For each attribute respondents rated how well it fits their concept of an outstanding business leader. The findings support the assumption that leadership concepts are culturally endorsed. Specifically, clusters of European countries which share similar cultural values according to prior cross-cultural research (Ronen & Shenkar, 1985), also share similar leadership concepts. The leadership prototypicality dimensions found are highly correlated with cultural dimensions reported in a comprehensive cross-cultural study of contemporary Europe (Smith, Dugan, & Trompenaars, 1996). The ordering of countries on the leadership dimensions is considered a useful tool with which to model differences between leadership concepts of different cultural origin in Europe. Practical implications for cross-cultural management, both in European and non-European settings, are discussed.
474 citations
TL;DR: The conceptual framework of heuristics as adaptive decision strategies is described and it is connected with the managerial literature to show how these are applied in managerial decision making.
Abstract: Summary
In the management literature, heuristics are often conceived of as a source of systematic error, whereas logic and statistics are regarded as the sine qua non of good decision making. Yet, this view can be incorrect for decisions made under uncertainty, as opposed to risk. Research on fast and frugal heuristics shows that simple heuristics can be successful in complex, uncertain environments and also when and why this is the case. This article describes the conceptual framework of heuristics as adaptive decision strategies and connects it with the managerial literature. We review five classes of heuristics, analyze their common building blocks, and show how these are applied in managerial decision making. We conclude by highlighting some prominent opportunities for future research in the field. In the uncertain world of management, simple heuristics can lead to better and faster decisions than complex statistical procedures. Copyright © 2014 John Wiley & Sons, Ltd.
194 citations
TL;DR: The GLOBE project as discussed by the authors showed that two broad clusters or patterns of cultural values can be distinguished, contrasting the North-Western and South-Eastern part of Europe, and differences in leadership prototypes to a certain extent mirror differences in culture.
Abstract: Different cultural groups may have different conceptions of what leadership should entail, i.e. different leadership prototypes. Several earlier studies revealed that within Europe various cultural clusters can be distinguished (Hofstede, 1991; Ronen & Shenkar, 1985). Using recent data from the GLOBE project, this article discusses similarities and differences on culture and leadership dimensions among 21 European countries. The results show that two broad clusters or patterns of cultural values can be distinguished, contrasting the North-Western and South-Eastern part of Europe. Within these clusters, differences in leadership prototypes to a certain extent mirror differences in culture. On the basis of these results it is hardly possible to speak of a single typically European culture or one distinct European management style. However, on some dimensions European scores are different from at least some other regions in the world.
151 citations
TL;DR: The characteristics of the Germanic Europe cluster are described in this paper, based on research conducted by the GLOBE project, comprised of Austria, Germany, Germany (former West), Germany(former East), The Netherlands, and Switzerland.
121 citations
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20 Jan 2017
TL;DR: The Grounded Theory: A Practical Guide through Qualitative Analysis as mentioned in this paper, a practical guide through qualitative analysis through quantitative analysis, is a good starting point for such a study.
Abstract: การวจยเชงคณภาพ เปนเครองมอสำคญอยางหนงสำหรบทำความเขาใจสงคมและพฤตกรรมมนษย การวจยแบบการสรางทฤษฎจากขอมล กเปนหนงในหลายระเบยบวธการวจยเชงคณภาพทกำลงไดรบความสนใจ และเปนทนยมเพมสงขนเรอยๆ จากนกวชาการ และนกวจยในสาขาสงคมศาสตร และศาสตรอนๆ เชน พฤตกรรมศาสตร สงคมวทยา สาธารณสขศาสตร พยาบาลศาสตร จตวทยาสงคม ศกษาศาสตร รฐศาสตร และสารสนเทศศกษา ดงนน หนงสอเรอง “ConstructingGrounded Theory: A Practical Guide through Qualitative Analysis” หรอ “การสรางทฤษฎจากขอมล:แนวทางการปฏบตผานการวเคราะหเชงคณภาพ” จะชวยใหผอานมความรความเขาใจถงพฒนาการของปฏบตการวจยแบบสรางทฤษฎจากขอมล ตลอดจนแนวทาง และกระบวนการปฏบตการวจยอยางเปนระบบ จงเปนหนงสอทควรคาแกการอานโดยเฉพาะนกวจยรนใหม เพอเปนแนวทางในการนำความรความเขาใจไประยกตในงานวจยของตน อกทงนกวจยผเชยวชาญสามารถอานเพอขยายมโนทศนดานวจยใหกวางขวางขน
4,417 citations
Journal Article•
TL;DR: Prospect Theory led cognitive psychology in a new direction that began to uncover other human biases in thinking that are probably not learned but are part of the authors' brain’s wiring.
Abstract: In 1974 an article appeared in Science magazine with the dry-sounding title “Judgment Under Uncertainty: Heuristics and Biases” by a pair of psychologists who were not well known outside their discipline of decision theory. In it Amos Tversky and Daniel Kahneman introduced the world to Prospect Theory, which mapped out how humans actually behave when faced with decisions about gains and losses, in contrast to how economists assumed that people behave. Prospect Theory turned Economics on its head by demonstrating through a series of ingenious experiments that people are much more concerned with losses than they are with gains, and that framing a choice from one perspective or the other will result in decisions that are exactly the opposite of each other, even if the outcomes are monetarily the same. Prospect Theory led cognitive psychology in a new direction that began to uncover other human biases in thinking that are probably not learned but are part of our brain’s wiring.
4,351 citations
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