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Jeroen Stouten
Katholieke Universiteit Leuven
104Publications
16H-index
771Citations
Publications 104
Newest
Published on Aug 1, 2018
Stijn Decoster4
Estimated H-index: 4
,
Jeroen Stouten16
Estimated H-index: 16
+ 0 AuthorsThomas M. Tripp19
Estimated H-index: 19
Published on Oct 19, 2016in Psychologica Belgica1.52
Winifrida Malingumu1
Estimated H-index: 1
(The Open University of Tanzania),
Jeroen Stouten16
Estimated H-index: 16
(Katholieke Universiteit Leuven)
+ 1 AuthorsEmmanuel Babyegeya2
Estimated H-index: 2
(The Open University of Tanzania)
Using a multi-source field study design with 184 unique triads of employees-supervisor dyads, this paper examines whether servant leaders install a serving attitude among employees. That is, servant leaders aim to encourage employees to take responsibility, to cooperate and to create high quality interactions with each other (team-member exchange; TMX). We hypothesise that servant leadership will have an influence on Organisational Citizenship Behavior (OCB) and creativity through team-member ex...
Published on Oct 18, 2016in Harvard Business Review5.69
David De Cremer51
Estimated H-index: 51
,
Leander De Schutter2
Estimated H-index: 2
+ 1 AuthorsJess Zhang1
Estimated H-index: 1
Published on Aug 8, 2016
Jeroen Stouten16
Estimated H-index: 16
,
Thomas M. Tripp19
Estimated H-index: 19
+ 1 AuthorsDavid De Cremer51
Estimated H-index: 51
Published on Aug 1, 2016in Journal of Business Ethics3.80
Elfi Baillien17
Estimated H-index: 17
(Katholieke Universiteit Leuven),
Jeroen Camps7
Estimated H-index: 7
(Katholieke Universiteit Leuven)
+ 4 AuthorsH. de Witte34
Estimated H-index: 34
(NWU: North-West University)
Abstract The current study investigated how work-related disagreements—coined as conflicts—relate to workplace bullying, from the perspective of the target as well as the perpetrator. We hypothesized a positive indirect association between task conflicts and bullying through relationship conflicts. This process accounted for both for targets and perpetrators of bullying. Targets are distinguished from perpetrators in our assumption that this indirect effect is boosted by distributive conflict be...
Published on Mar 1, 2016in Journal of Business Ethics3.80
Mayowa T. Babalola4
Estimated H-index: 4
(Katholieke Universiteit Leuven),
Jeroen Stouten16
Estimated H-index: 16
(Katholieke Universiteit Leuven),
Martin Euwema27
Estimated H-index: 27
(Katholieke Universiteit Leuven)
Abstract In a multi-source study, we examine how frequent change interacts with ethical leadership to reduce turnover intentions. We argue that ethical leaders enhance employees’ state self-esteem, which explains the moderating effect of ethical leadership. Results from 124 employee-coworker-supervisor triads revealed that ethical leadership moderated the relationship between frequent change and turnover intention such that the relationship was positive only when ethical leadership was low. The ...
Published on Feb 10, 2016in Frontiers in Psychology2.13
Jeroen Camps1
Estimated H-index: 1
(University of Cambridge),
Jeroen Stouten16
Estimated H-index: 16
(Katholieke Universiteit Leuven),
Martin Euwema27
Estimated H-index: 27
(Katholieke Universiteit Leuven)
The present study investigates the relation between supervisors’ personality traits and employees’ experiences of supervisory abuse, an area that – to date – remained largely unexplored in previous research. Field data collected from 103 supervisor-subordinate dyads showed that contrary to our expectations supervisors’ agreeableness and neuroticism were not significantly related to abusive supervision, nor were supervisors’ extraversion or openness to experience. Interestingly, however, our find...
Published on Oct 30, 2015
Jeroen Stouten1
Estimated H-index: 1
,
Alain Laurent Verbeke4
Estimated H-index: 4
,
Martin Euwema1
Estimated H-index: 1
Published on Jan 1, 2015in Frontiers in Psychology2.13
Edina Dóci3
Estimated H-index: 3
(Vrije Universiteit Brussel),
Jeroen Stouten16
Estimated H-index: 16
(Katholieke Universiteit Leuven),
Joeri Hofmans19
Estimated H-index: 19
(Vrije Universiteit Brussel)
In the present paper, we propose a cognitive-behavioral understanding of active and passive leadership. Building on core evaluations theory, we offer a model that explains the emergence of leaders’ active and passive behaviors, thereby predicting stable, inter-individual, as well as variable, intra-individual differences in both types of leadership behavior. We explain leaders’ stable behavioral tendencies by their fundamental beliefs about themselves, others, and the world (core evaluations), w...
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