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Jonathan C. Ziegert
Drexel University
Team compositionPsychologyTeam effectivenessSocial psychologyShared leadership
34Publications
14H-index
1,365Citations
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Publications 34
Newest
#1Katrina A. Graham (Suffolk University)H-Index: 4
#2Mary B. Mawritz (Drexel University)H-Index: 11
Last. Jonathan C. Ziegert (Drexel University)H-Index: 14
view all 5 authors...
Abstract Across two studies, we explore the configurational effects of leader and follower dominance on dyadic relationship conflict and subsequent abusive supervision. Drawing from the central tenets of social dominance and interpersonal interaction theories, we propose that various leader-follower dominance combinations can incite abusive supervision via relationship conflict. We first suggest that when leaders and followers are both high on dominance, relationship conflict is likely to result...
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#2Jonathan C. ZiegertH-Index: 14
Last. Miriam MuethelH-Index: 11
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As individual and contextual factors impact ethics in organizations, this study sought to examine these aspects in conjunction through an interactionist view of ethics. More specifically, given the...
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#1Katrina A. GrahamH-Index: 4
Last. Jonathan C. ZiegertH-Index: 14
view all 4 authors...
Across two studies, we explore the configurational effects of leader and follower dominance on dyadic relationship conflict and subsequent abusive supervision. Drawing from the central tenets of so...
Source
#1Katrina A. Graham (Suffolk University)H-Index: 4
#2Scott B. Dust (Miami University)H-Index: 6
Last. Jonathan C. Ziegert (Drexel University)H-Index: 14
view all 3 authors...
According to interpersonal interaction theory, relational harmony surfaces when two individuals have compatible interaction styles. Building from this theory, we propose that supervisor-employee power distance orientation incompatibility will be related to employees' experience of higher levels of relationship conflict with their supervisors. Additionally, we propose an asymmetrical incongruence effect such that relationship conflict will be highest when supervisors are high in power distance an...
8 CitationsSource
#1Jaclyn A. MargolisH-Index: 3
#2Jonathan C. ZiegertH-Index: 14
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#1Scott B. Dust (Miami University)H-Index: 6
#2Jonathan C. Ziegert (Drexel University)H-Index: 14
Multi-leader teams are characterized by multiple leaders exhibiting mutual influence on each other while working towards a common team goal. An unexplored assumption in this literature is that increasing the number of leaders is related to heightened team effectiveness. The authors propose that this notion is oversimplified and suggest a contingency model of multi-leader team effectiveness. The authors suggest that the context determines the effectiveness of a particular multi-leader team config...
3 CitationsSource
#1Jaclyn A. Margolis (Pepperdine University)H-Index: 3
#2Jonathan C. Ziegert (Drexel University)H-Index: 14
This study explores the connection between formal leaders and collective leadership in teams through the examination of how collective strategic vision flows downward in organizations and the function that formal leaders play in the resulting cascade of collective leadership. Building from a sensemaking framework, we propose that a supervisor's perceptions of the collective navigator role (the establishing and enacting of strategic vision among members of a team) in their immediate supervisor-le...
9 CitationsSource
#1Katrina A. Graham (Suffolk University)H-Index: 4
#2Scott B. Dust (Miami University)H-Index: 6
Last. Jonathan C. Ziegert (Drexel University)H-Index: 14
view all 3 authors...
In the present study, we examine the effects of congruence between subordinates’ and supervisors’ power distance orientations. Based on dominance complementarity theory, we propose that dyadic powe...
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#1Jonathan C. Ziegert (Drexel University)H-Index: 14
#2Miriam Muethel (WHU - Otto Beisheim School of Management)H-Index: 11
Last. Katrina A. Graham (Suffolk University)H-Index: 4
view all 3 authors...
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#1Christian J. Resick (Drexel University)H-Index: 20
#2Blythe L Rosikiewicz (Drexel University)
Last. Jonathan C. Ziegert (Drexel University)H-Index: 14
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Research on the study of leader traits suggests that dark-side traits can derail a leader’s success or help a leader flourish depending on the context of the situation. While previous literature sh...
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