Does care for family members increase caring leadership?

Objective

The research project “Does care for family members increase caring leadership?” ("Fördert Fürsorge für Angehörige fürsorgliche Führung?") is part of the research network „ForGenderCare". This project deals with (gender-specific) consequences of care (e.g., parental leave) for leaders. For this purpose, theories on leadership and gender are combined to an innovative approach. The practical transfer aim of this research project is a contribution to the discussion „leadership and family“: What are the positive consequences for organzations and their employees, when leaders combine care-roles in private life and occupational leadership-roles.

Project Team

Sponsors & Collaborators

Bayrische Forschungsallianz

Opportunities to get involved

http://www.rm.wi.tum.de/jobs/

http://www.rm.wi.tum.de/teaching/projektstudien-abschlussarbeiten/

Publications

Gloor, J. L., Horvath, L. K., Braun, S., & Peus, C. (2017, July). Caring leaders: The impact of parental leave on the perception of transformational leadership. Paper accepted for presentation at the Biannual Meeting of the European Association for Social Psychology in Granada, Spain.

Horvath, L. K., Grether, T., & Wiese, B. S. (2016, January). Leadership as a barrier for fathers' parental leaves? Poster presented at the 3rd Israel Organizational Behavior Conference, Tel Aviv, Israel.

Braun, S. & Peus C. (2014). Wertschöpfung durch Werte? Vom Nutzen ethikorientierter Führung. PERSONALquarterly, 1/2014, 28-33.

Peus, C. (2011). Money over man versus caring and compassion? Challenges for today‘s organizations and their leaders. Journal of Organizational Behavior 32(7), S. 955-960.

What’s the Value? Relations Between Values-oriented Leadership and Performance

Objective

Large corporate scandals have generated widespread interest in managerial ethics. Stakeholders, including shareholders, citizens, and governments have become more assertive and demanding toward organizations and their leaders showing less tolerance for ethical misconduct. Moreover, research has consistently shown that moral responsibility and business opportunity are not mutually exclusive. In this research project we further investigate determinants, consequences, and mediating mechanisms related to ethically-oriented leadership.

Project Team

Sponsors & Collaborators

ALTRAN

Opportunities to get involved

http://www.rm.wi.tum.de/jobs/

http://www.rm.wi.tum.de/teaching/projektstudien-abschlussarbeiten/

Publications

Braun, S. & Peus C. (2014). Wertschöpfung durch Werte? Vom Nutzen ethikorientierter Führung. PERSONALquarterly, 1/2014, 28-33.

Pircher Verdorfer, A, & Peus, C. (2014). The Measurement of Servant Leadership: Validation of a German Version of the Servant Leadership Survey (SLS). Zeitschrift für Arbeits- und Organisationspsychologie (German Journal of Work and Organizational Psychology), 58(1), 1-17.

Peus, C., & Pircher Verdorfer, A. (2013). Ethics and Business: Ingredients for Great Leadership. The European Business Review(1), 19-24.

Peus, C. (2012). Giving wings to your leadership style. IESE Insight, 13, 20-27.

Peus, C., Wesche, J., Streicher, B., Braun, S., & Frey, D. (2012). Authentic leadership: An empirical test of its antecedents, consequences, and mediating mechanisms. Journal of Business Ethics, 107, 331-348.

Peus, C., Kerschreiter, R., Frey, D., & Traut-Mattausch, E. (2010). What is the Value? Economic effects of ethically-oriented leadership. Zeitschrift für Psychologie / Journal of Psychology, 218(4), 198-212.

Leadership Development: The Role of Reflection and Feedback-Seeking

Obejctive

We examine the significance of reflection and feedback for learning from leadership challenge within the context of management education and leadership development. Within the context of TUM School of Management’s Executive MBA program we monitor participants’ personal development focusing on leader development outcomes such as leadership identity, self-efficacy, and motivation to lead.

Project Team

Sponsors & Collaborators

Executive Education Center of the TUM School of Management

Opportunities to get involved

http://www.rm.wi.tum.de/teaching/projektstudien-abschlussarbeiten/

Publications

Sparr, J. L., Knipfer, K., & Willems, F. (in press). How leaders can get the most out of formal training: The significance of feedback-seeking and reflection as informal learning behaviors. Human Resource Development Quarterly.

Schmid, E., Knipfer, K., & Peus, C. (2015). Wissen alleine reicht nicht. Förderung von Selbst(lern)kompetenzen in der Führungskräfteentwicklung: Executive-MBA-Ausbildung an der TUM School of Management [Knowledge alone is not sufficient. Fostering self-development of leaders: Executive education at the TUM School of Management]. PERSONALFÜHRUNG, 1, 50–57.

Peus, C., Braun, S., & Schyns, B. (Eds.) (2016). Leadership Lessons from Compelling Contexts (Monographs in Leadership and Management, Volume 8). UK: Emerald Group Publishing Limited.

Peus, C., Braun, S., & Frey, D. (2013). Situation-based measurement of the full range of leadership model - Development and validation of a situational judgement test. The Leadership Quarterly, 24, 777-795.

Braun, S.*, Peus, C.*, Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24, 270-283. [*gleichwertiger Beitrag]

Leading Entrepreneurial Teams

Objective

This project aims at developing a more thorough understanding of leadership in entrepreneurial teams. In particular, we investigate the impact of different types of leadership on individuals in entrepreneurial teams as well as the team as a whole, thereby following a multilevel perspective. Specifically, we focus on how leaders can facilitate team reflection and team learning.

Project Team

Sponsors & Collaborators 

Unternehmertum - Center for Innovation and Business Creation at TUM

Opportunities to get involved

http://www.rm.wi.tum.de/teaching/projektstudien-abschlussarbeiten/

Publications

Schmid, E., Knipfer, K., & Peus, C. (2015, September). Die Verhaltensmuster von Narzissten in Führungspositionen und ihr Einfluss auf die Teamleistung: Qualitative Analyse eines kurvilinearen Zusammenhangs. In E. Schmid & S. Braun (Chairs), Man erntet, was man sät – Negative Führung und ihre Folgen (What goes around comes around – Negative leadership and ist consequences). Symposium conducted at the Convention of the Industrial & Organizational Psychology Section of the German Association of Psychology (DGPs).

Knipfer, K., Schreiner, E., & Schmid, E. (2014, August). Multilevel effects of charismatic leadership on learning and performance in entrepreneurial teams. Paper presented at the 74th Annual Meeting of the Academy of Management, Philadelphia, Pennsylvania, USA.

Böhler, D., Knipfer, K., & Bücken, O. (2014). Hands-on entrepreneurship education with interdisciplinary teams. University–Industry Innovation Magazine, 3, 22–25.

Re-Thinking Leadership: Envy as a Facilitator of Change

Objective

Organizational contexts almost naturally promote experiences of envy. Even though contemporary definitions describe envy as an unpleasant and painful blend of inferiority, hostility, and resentment, there is also initial evidence that it may motivate performance and innovation. This research project therefore aims at analyzing social comparison processes, envy and related outcomes in organizations as potential drivers of change.

Project Team

Sponsors & Collaborators

Publications

Enste, D., Möller, M., Peus, C., Braun, S. & Aydin, N. (in press). Neid als Entwicklungsmotor? Institutioneller Wandel durch Rebellion. München: Roman-Herzog-Institut.

Fischer, P., Kastenmüller, A., Frey, D., & Peus, C. (2009). Social comparison and information transmission in the work context. Journal of Applied Social Psychology, 39, 42-61.