On Friday, the 9th of March 2018, Gabriele Jacobs, Professor of Organisational Behaviour and Culture at the Department of Organisation and Personnel Management presented her inaugural address entitled ‘Organisational Behaviour and Culture: Insights from and for Public Safety Management’.
The Journal of Management Studies (JMS) awards prizes each year to recognise noteworthy contributions to the field. Dr Hannes Leroy, Assistant Professor of Human Resource Management at Rotterdam School of Management, Erasmus University (RSM) and ERIM Member, recently won the Karen Legge JMS award 2016 for outstanding contributions by an early career researcher to JMS and the management studies community.
Milton de Sousa reveals that the more power you have as a leader, the more humility will help you to be a successful one.
Defining a strong firm strategy is crucial to a company's success. However, shows Nufer Ates, getting middle management on board is vital to engendering firm-wide commitment to the strategy.
Companies need more guidance on how to harvest the benefits of diversity, argues a new study published in Organizational Behaviour and Human Decision Processes, which proposes a shift towards team-specific diversity learning.
Emotional leaders are good for business say ERIM researchers in the internationally renowned journal Organizational Behavior and Human Decision Processes.
Steffen Giessner, Daan van Knippenberg and Wendy van Ginkel discuss how accountability, prototypicality and team identification can influence team-oriented leadership.
How do leaders effectively communicate their vision? Merlijn Venus clarifies part of the mystery surrounding visionary leadership - and what makes vision communication effective.
Emotional expressions affect the thoughts, feelings, and behaviour of employees, and it’s an effect that is often underestimated or overlooked, according to new research by Victoria Visser.
A new model for strategic leadership model goes beyond the individual and the top-manager. All members of an organisation should be included in plans for strategic development because although firms are becoming less hierarchical, they operate in increasingly complex environments, and human interactions across organisational boundaries are increasing.
In her PhD thesis entitled Morality in Interactions: On the Display of Moral Behavior by Leaders and Employees, Suzanne van Gils analyses the interplay between employees and their organisational environment.
Women really are capable of changing the nature of power. Female leaders are more compassionate, benevolent and universalistic than their male colleagues.
Employees often have valuable ideas for improving their organisation, but do not share them with their supervisors. This creates an unfortunate paradox for managers; business is often too complex for ‘figuring it out from the top’ so many managers rely on the input of employees, especially those with different cultural backgrounds with novel ideas for improving business because of their unique experiences and views. Unfortunately, these employees are often in the minority in the workplace, and can be too afraid to speak up.
Why is it that leaders do or do not empower their employees? Why do leaders behave the way they do? In her dissertation entitled Leader Empowering Behaviour: The Leader's Perspective, Natalia Hakimi aims to get a better understanding about what leaders and companies should focus on when enforcing a empowerment programme.
Inge Nuijten has defended her thesis on December. Her promoter is Prof.dr. Daan van Knippenberg, Professor of, Rotterdam School of Management, Erasmus University. Copromotor is Dr. D. van Dierendonck. Other members of the doctoral committee are Prof. dr. D. De Cremer, Prof. dr. M. Kaptein and Prof. dr. A Nauta.
Last year, John Thain, the ousted CEO of Merrill Lynch, spent $ 1.2 Million on redecorating his downtown Manhattan office, as the company was firing employees and was on the brink of bankruptcy. Needless to say, this lavish spending of company money at a time when rank and file employees were losing their livelihoods drew the ire of the general public and the body politic. Similar accounts of leader hubris such as profligate spending on lavish perquisites in the form of executives’ personal use of company jets and lofty bonuses have generated headlines in various business media outlets. Given the spectre of negative consequences carried by leader self-serving behaviour, the question begging for an answer is: what causes leaders to act self-servingly rather than group-servingly? Diana Rus explored this question in her PhD thesis entitled “The Dark Side of Leadership: Exploring the Psychology of Leader Self-serving Behaviour”
Daan Stam has defended his PhD thesis entitled “Managing Dreams and Ambitions: A Psychological Analysis of Vision Communication” on December 4. The greatest of leaders have the greatest of visions. Good examples of these great leaders are, for instance, Martin Luther King Jr. and Nelson Mandela. However, communicating inspiring visions is not only the territory of politicians: In organizational settings the ability to inspire those around you by painting a picture of the future as you see it, may be as crucial as in the political arena. This book focuses on how bussiness leaders can effectively communicate visions to motivate subordinates.
On October 12th, Daan van Knippenberg delivered his inaugural address about the effects of work group diversity on group performance, a topic he researched for several years and for which he developed a model to examine the results of differences between group members and group performance.
Frederic Damen defended his PhD thesis on June 14, entitled ‘Taking the lead: The role of affect in leadership effectiveness’. Promotor is Prof.dr. Daan van Knippenberg, Professor of Organizational Behavior, Rotterdam School of Management. Co-promotor is dr. Barbara van Knippenberg.
She obtained her PhD Degree in January, it was awarded cum laude and just recently she has been appointed as associate member of the ERIM research institute. Besides, she is Assistant Professor at RSM Erasmus University. "I am fascinated by team processes and the way teams make decisions."
On Thursday, January 25, Wendy van Ginkel, Assistant Professor at the Organization and Personnel Management department of RSM Erasmus University, has defended her PhD thesis entitled ‘The Use of Distributed Information in Decision Making Groups: The Role of Shared Task Representations’. Her dissertation was awarded cum laude.