Experimental Personality Psychology by Annebel de Hoogh
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Papers by Annebel de Hoogh
This study investigated the relationships between commitment and control approaches and the use o... more This study investigated the relationships between commitment and control approaches and the use of competency management by adopting the theory of planned behavior. Questionnaires were filled out by 43 human resource experts working in different organizations. We expected components of the theory of planned behavior to mediate the relationship between commitment and control approaches and the use of competency management (behavior). Regression analysis showed that perceived behavioral control mediated the relation between commitment approach and behavior. Furthermore, the data revealed that attitude towards competency management was more positive and perceived behavioral control was higher when competency management was implemented with a commitment instead of a control approach. Subjective norm was strongly related to behavior. Based on the results, for competency management to be frequently used, we argue for increased behavioral control, and for an organizational climate in which...
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Personnel Review
Purpose – The purpose of this paper is to examine the effects of the commitment- and control-appr... more Purpose – The purpose of this paper is to examine the effects of the commitment- and control-approaches on the use of competency management, and to investigate whether attitude, subjective norm and perceived behavioural control mediate these effects. Design/methodology/approach – In Study 1, using a survey, employees indicated whether their organization adopted a commitment- or a control-approach towards competency management. Moreover, they rated their own attitude, subjective norm, perceived behavioural control, and behaviour. In Study 2 a scenario experiment was conducted in which the authors manipulated the commitment- and control-approaches towards competency management in order to establish causal relations. Findings – Results consistently showed that the use of competency management is higher within a commitment- than within a control-approach. Furthermore, attitude and perceived behavioural control were found to mediate the relationship between the commitment-approach and th...
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International Journal of Selection and Assessment
Competencies have become a leading construct in human resource practices. However, empirical rese... more Competencies have become a leading construct in human resource practices. However, empirical research on competencies has lagged behind resulting in a gap between practice and science. In this study, the focus was on the nature of competencies by examining the relationships of three competency dimensions with cognitive ability, personality and performance during assessment center exercises. Data of 932 applicants participating in a 1-day selection procedure were used. Results showed that to assess the competency dimension Thinking psychologists focus on cognitive ability. To assess the competency dimension Feeling psychologists rely on performance during interview simulation exercises and on measures of personality. In assessing the dimension Power psychologists focus mainly on personality, although they also rely on cognitive ability and performance during interview simulation exercises.
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The Leadership Quarterly, 2015
ABSTRACT Autocratic leader behavior is often seen as negative for team morale and performance. Ho... more ABSTRACT Autocratic leader behavior is often seen as negative for team morale and performance. However, theories on social hierarchy suggest that autocratic leadership may also positively affect morale and performance through the creation of a psychologically appealing, hierarchically-ordered environment of predictability and security. We propose that autocratic leadership can foster team psychological safety when team members accept the hierarchy within the team. In contrast, when members challenge the hierarchy and engage in intrateam power struggles, autocratic leaders' centralizing power behaviors will clash with team members' competition for power and frustrate members, impairing psychological safety and performance. We find support for these ideas in a study of 60 retail outlets (225 employees and their managers) in the financial services industry. As expected, when team power struggles were low, autocratic leadership was positively related to team psychological safety, and thereby indirectly positively related to team performance. When team power struggles were high, autocratic leadership was negatively related to team psychological safety and thereby indirectly negatively related to team performance. These effects were also found when controlling for leader consideration.
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PsycEXTRA Dataset, 2000
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PsycEXTRA Dataset, 2000
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Psychological Science, 2011
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The Leadership Quarterly, 2005
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The Leadership Quarterly, 2008
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The Leadership Quarterly, 2011
... Karianne Kalshoven a , low asterisk , E-mail The Corresponding Author , Deanne N. Den Hartog ... more ... Karianne Kalshoven a , low asterisk , E-mail The Corresponding Author , Deanne N. Den Hartog b and Annebel HB De Hoogh c. ... the attitudes and (ethical) conduct of employees and ultimately even on business unit or organizational performance ([Aronson, 2001], [Brown et al ...
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Journal of Organizational Behavior, 2005
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Journal of Business Ethics, 2011
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Journal of Applied Psychology, 2007
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Journal of Applied Psychology, 2009
This study examined the moderating role of personality traits in the relationship between leader ... more This study examined the moderating role of personality traits in the relationship between leader behavior and burnout. In two samples, employees (N = 91; N = 190) filled out the Maslach Burnout Inventory-General Survey and rated their leader's autocratic and charismatic leader behavior and their own neuroticism and internal work locus of control. As expected, neuroticism and internal work locus of control moderated the relationship between leader behavior and burnout. Charisma was associated with lower burnout, particularly for individuals low on internal locus. The relationship between autocratic leadership and burnout was positive for neurotic individuals, whereas for emotionally stable individuals this relationship weakened. These results were consistent across two independent samples: one with individual employee ratings of manager's leadership styles and the other with aggregate ratings of manager's leadership styles among employees in diverse organizations. Thus, although charismatic and autocratic leader behavior may respectively act to hinder or enhance overload and stress, the relationship between these leadership styles and burnout differs for followers with different traits.
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The Journal of applied psychology, 2012
Despite the increasing prevalence of ethnic diversity, findings regarding its effects on team per... more Despite the increasing prevalence of ethnic diversity, findings regarding its effects on team performance remain contradictory. We suggest that past inconsistencies can be reconciled by examining the joint impact of leader behavior and leader categorization tendencies in ethnically diverse teams. We propose that leaders who exhibit high levels of visionary leader behavior and also have the tendency to categorize their team members into in- and out-groups will facilitate a negative effect of ethnic diversity on team communication and financial performance, whereas leaders who exhibit visionary behaviors but do not tend to categorize will lead ethnically diverse teams to positive outcomes. We find support for these ideas in a study of 100 retail outlets.
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European Journal of Work and Organizational Psychology, 2013
In this multisource study, we investigated a mediated moderation model proposing the moderating r... more In this multisource study, we investigated a mediated moderation model proposing the moderating role of job autonomy and the mediating role of responsibility in the relationship of ethical leadership (subordinate rated) with helping and initiative (supervisor rated). In line with expectations, a study among 147 leader–follower dyads demonstrated that perceived job autonomy moderated the relationship of ethical leadership with both
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European Journal of Work and Organizational Psychology, 2009
Ethical leadership is seen as important by many researchers and practitioners. However, empirical... more Ethical leadership is seen as important by many researchers and practitioners. However, empirical research on ethical leader behaviour is limited and to date multilevel research is hardly found in this area. This study examines the relationships of two forms of perceived ethical leader behaviour (fairness and integrity and empowering behaviour) with subordinates' trust and commitment from a levels-of-analysis perspective, using within and between analysis (WABA). In total, 503 employees in 79 work groups rated their leader's fairness and integrity and empowering behaviour. Trust in management and co-workers, and subordinates' affective, continuance, and normative organizational commitment were also measured. As expected, perceived ethical leader behaviour was positively related to trust as well as affective and normative commitment and negatively to continuance commitment. Perceived empowering behaviour was more strongly related to affective commitment than perceived fairness and integrity. Perceptions of empowering behaviour in relation to trust and commitment vary both within and between groups. This suggests an individual differences perspective in which subordinates' views of empowering behaviour develop independently. Fairness and integrity shows several between-groups effects with limited within-group variation, suggesting that people within groups tend to share perceptions of leader's fairness and integrity.
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European Journal of Work and Organizational Psychology, 2004
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European Journal of Social Psychology, 2013
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Experimental Personality Psychology by Annebel de Hoogh
Papers by Annebel de Hoogh