D. (Dirk) van Dierendonck

Full Professor
Rotterdam School of Management (RSM)
Erasmus University Rotterdam
Member ERIM
Field: Organisation
Affiliated since 2004

Dirk van Dierendonck is professor of Human Resource Management at Rotterdam School of Management, Erasmus University (RSM).

His areas of expertise include human resource management, leadership and leadership development, positive organizational scholarship, and measurement development.

Professor van Dierendonck is the associate editor of the International Journal of Servant Leadership. He is academic director of the Erasmus Centre for Human Resource Excellence and co-founder of the Erasmus Center for Leadership Studies. He is co-founder and co-organiser of the New Directions in Leadership Research conference organised by Duke University in the UK, Erasmus University in the Netherlands, INSEAD in France, and the Wharton School of the University of Pennsylvania in the USA.

Dirk van Dierendonck is the author of books, book chapters and over 60 scholarly articles published in the major academic journels including the Journal of Management, the Journal of Applied Psychology, Academy of Management Journal, the Journal of Organizational Behavior, and the European Journal of Work and Organizational Behavior.

He received his PhD from Utrecht University in the Netherlands.

  • Van Dierendonck, D. & Patterson, K. (Eds.). (2010). Servant Leadership. Developments in Theory and Research. Hampshire: Palgrave MacMillan.
  • Van Dierendonck, D. & Rodriquez-Carvajal, R (2013). Liderazgo y dirección de personas. In B Moreno & E Garrosa (Eds.), Salud laboral: Riesgos psicosociales y bienestar laboral (pp. 313-326). Madrid: Grupo Anaya, Edicione Piramide.
  • Dierendonck, D. van, Nuijten, I.A.P.M. & Heeren, I. (2009). Servant Leadership, key to followers well-being. In D Tjosvold & B Van Knippenberg (Eds.), Power and interdependence in organizations (pp. 319-337). Cambridge: Cambridge University Press.
  • Dierendonck, D. van, Garssen, B & Visser, A. (2004). Rediscovering meaning and purpose at work. The transpersonal psychology background of a burnout prevention program. In A.S. Antoniou & C. Cooper (Eds.), Research Companion to Organizational Health Psychology (pp. 623-631). Cheltenham: Edward Elgar.
  • Dierendonck, D. van, De Dreu, C. K. W. & Best-Waldhober, M. de (2003). Conflict at work and individual wellbeing. In M. Schabracq, J.A.M. Winnubst & C.L. Cooper (Eds.), Handbook of work and health psychology, 2nd edition (pp. 495-516). John Wiley & Sons, Ltd.
  • Dierendonck, D. van, Schabracq, M.J. & Bakker, A.B. (2001). Preventie en tegengaan van burnout in organisaties. In C.A.L. Hoogduin, W.B. Schaufeli, C.P.D.R. Schaap & A.B. Bakker (Eds.), Behandelingsstrategieën bij burnout. Houten; Diegem: Bohn Stafleu Van Loghum.
  • Bakker, A.B., Schaufeli, W.B. & Dierendonck, D. van (2000). Burnout: Prevalentie, risicogroepen en risicofactoren. In I.L.D. Houtman, W.B. Schaufeli & T. Taris (Eds.), Psychische vermoeidheid en werk: Cijfers, trends en analyses (pp. 65-82). Alphen a/d Rijn: Samsom.
  • Dierendonck, D. van & Stam, D.A. (2014). Exploring the differentials between servant and transformational leadership. RSM Discovery - Management Knowledge, 18 (2), 16-17.
  • Schinkel, S., van Vianen, A & Van Dierendonck, D. (2013). Reacties van sollicitanten op selectieprocedures en -uitkomsten. Gedrag en Organisatie, 26, 379-404.
  • Van Dierendonck, D. (2011). Understanding servant leadership. RSM Insight, 7 (3), 7-9.
  • Dierendonck, D. van (2005). Het goed leven. Introductie van een multidimensioneel model en een instrument voor het meten van eudaimonistische welzijn. Gedrag en Gezondheid, 33 (1), 3-14.
  • Algera, J.A., Dierendonck, D. van & Vlerick, P. (2005). Optimaal presteren in Organisaties. Gedrag en Organisatie, 17 (6), 383-386.
Jorrit Alkema

Organizational Behavior and Human Resource Management

Hester Duursema

Strategic Leadership: Moving Beyond the Leader-Follower Dyad

Inge Nuijten

Servant-Leadership: Paradox or Diamond in the Rough?

  • Role: Co-promotor
  • PhD Candidate: Inge Nuijten
  • Time frame: 2005 - 2009

PhD in Organizational Behavior

People are the greatest asset of organizations delivering complex products or services. For such knowledge-intensive work, it is of crucial importance that individuals proactively contribute their knowledge, expertise, and creativity in collaborative team efforts to realize high-quality performance. With growing diversity and reliance on cross-national collaborations, this also increasingly includes the ability to bridge gaps in understanding and experience to achieve effective collaboration and synergy. All of this renders an understanding of the factors influencing the motivation, collaboration, and performance of people at work of growing importance to business success. The influence of such factors is the domain of study of organizational behavior– the study of individuals and groups at work. In studying these influences, ERIM’s research group in organizational behavior highlights the role of leadership, team work, and employee well-being in the performance of individuals and teams. The research group is looking for a PhD candidate in organizational behavior to be part of this program of research. The specific focus of the project will be determined in a collaboration between the PhD candidate and the supervising faculty, but the expectation is that the focus would be aligned with the core expertise of the supervisory team in leadership, diversity, HR, power, and empowerment.

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Experiential Leadership Development: Sifting Fads from Added Value

There is a widening gap between leadership development practice and theory/research on leadership development. Many companies are now investing in experiential leadership development: developmental programs seeking transformational and authentic change of the individual through means of challenging personal experiences. Despite this impetus, little research confirms whether these developmental programs work, through which mechanisms they work, or under which conditions. Research on this is important not only to demonstrate to critics that this type of development works but, even more importantly, why it works and when it fails to be succesful. This last aspect is especially important as some experiential development exercises may not be worth the time and effort and, under certain conditions, may even lead to unexpected negative results. For instance, there might be individual differences (e.g., emotional maturity) or situational characteristics (e.g., psychological safety) that hinder indviduals from benefiting from these experiential leadership development programs. The goals of this PhD project is to better understand whether, how and when experiential leadership development (does not) work.

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Visiting address

Office: Mandeville Building T08-07
Burgemeester Oudlaan 50
3062 PA Rotterdam

Postal address

Postbus 1738
3000 DR Rotterdam

Latest publication

Van Dierendonck, D. & Patterson, K. (2015). Compassionate Love as a Cornerstone of Servant Leadership, an integration of previous theorizing and research. Journal of Business Ethics, 128 (1), 119-131. doi: http://dx.doi.org/10.1007/s10551-014-2085-z[go to publisher's site]