prof.dr. D. (Dirk) van Dierendonck

Full Professor
Rotterdam School of Management (RSM)
Erasmus University Rotterdam
Fellow 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.

  • D. Van Dierendonck & K. Patterson (Ed.). (2018). Practicing Servant Leadership. Develoments in Implementation. London: Palgrave Macmillan
  • D. Van Dierendonck & K. Patterson (Ed.). (2010). Servant Leadership. Developments in Theory and Research. Hampshire: Palgrave MacMillan
  • D. Van Dierendonck (2018). Building a people-oriented and servant-lead organization. In Practicing Servant Leadership. Developments in Implementation (pp. 169-186). London: Palgrave MacMillan
  • D. Van Dierendonck & K. Patterson (2018). Introduction. In Practicing Servant Leadership. Developments in Implementation (pp. 1-8). London: Palgrave MacMillan
  • D. Van Dierendonck & M. de Sousa (2016). Finding meaning in highly uncertain situations: Servant leadership during change. In C Peus, S Braun & B Schyns (Eds.), Leadershiop Lesson from Compelling Contexts (Monographts in Leadership and Management, 8) (pp. 403-424). -: Emerald Group Publishing Limited
  • D. Van Dierendonck & R. Rodriquez-Carvajal (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
  • D. van Dierendonck, I.A.P.M. Nuijten & I. Heeren (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
  • D. van Dierendonck, B. Garssen & A. Visser (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
  • D. van Dierendonck, C.K.W. De Dreu & M. de Best-Waldhober (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
  • D. van Dierendonck, M.J. Schabracq & A.B. Bakker (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
  • A.B. Bakker, W.B. Schaufeli & D. van Dierendonck (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
  • D. van Dierendonck & D.A. Stam (2014). Exploring the differentials between servant and transformational leadership. RSM Discovery - Management Knowledge, 18 (2), 16-17.
  • S. Schinkel, A. van Vianen & D. Van Dierendonck (2013). Reacties van sollicitanten op selectieprocedures en -uitkomsten. Gedrag en Organisatie, 26, 379-404.
  • D. Van Dierendonck (2011). Understanding servant leadership. RSM Insight, 7 (3), 7-9.
  • D. van Dierendonck (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.
  • J.A. Algera, D. van Dierendonck & P. Vlerick (2005). Optimaal presteren in Organisaties. Gedrag en Organisatie, 17 (6), 383-386.
  • Role: Co-promotor
  • PhD Candidate: Inge Nuijten
  • Time frame: 2005 - 2009
  • Role: Member Doctoral Committee
  • PhD Candidate: Diana Rus
  • Time frame: 2005 - 2009
  • Role: Member Doctoral Committee
  • PhD Candidate: Natalia Hakimi
  • Time frame: 2005 - 2010
  • Role: Member Doctoral Committee
  • PhD Candidate: Victoria Visser
  • Time frame: 2006 - 2013
  • Role: Member Doctoral Committee
  • PhD Candidate: Christian Troester
  • Time frame: 2006 - 2011
  • Role: Member Doctoral Committee
  • PhD Candidate: Anne Nederveen Pieterse
  • Time frame: 2004 - 2009
  • Role: Member Doctoral Committee
  • PhD Candidate: Daan Stam
  • Time frame: 2004 - 2008
  • Role: Member Doctoral Committee
  • PhD Candidate: Hanneke Kooij - de Bode
  • Time frame: 2002 - 2007
  • Role: Member Doctoral Committee
  • PhD Candidate: Wendy van Ginkel
  • Time frame: 2002 - 2007
  • Role: Member Doctoral Committee
  • PhD Candidate: Laurens Rook
  • Time frame: 2002 - 2008
  • Role: Member Doctoral Committee
  • PhD Candidate: Eliza Byington
  • Time frame: 2007 - 2013
  • Role: Member Doctoral Committee
  • PhD Candidate: Suzanne van Gils
  • Time frame: 2008 - 2012
  • Role: Member Doctoral Committee
  • PhD Candidate: Merlijn Venus
  • Time frame: 2009 - 2013
  • Role: Member Doctoral Committee
  • PhD Candidate: Maartje E. Schouten
  • Time frame: 2010 - 2016
  • Role: Member Doctoral Committee
  • PhD Candidate: Colin Lee
  • Time frame: 2012 - 2016
  • Role: Promotor
  • PhD Candidate: Jorrit Alkema
  • Time frame: 2015 -
  • Role: Promotor
  • PhD Candidate: Pisitta Vongswasdi
  • Time frame: 2016 -
  • Role: Promotor
  • PhD Candidate: Mayssa Rishani
  • Time frame: 2017 -

Editorial positions

  • Administrative Sciences

    Chief Editor

ERIM’s research group in Organizational Behaviour (OB) and Human Resource Management (HRM) is seeking a highly motivated PhD candidate to contribute to its research program and activities. The core tenet of this program is that people—and how they lead, collaborate, and organize— are the greatest asset in today’s organizations. Indeed, in order to be able to deliver complex, innovative products or services it is crucial that employees proactively contribute their knowledge, expertise, and creativity in collaborative team efforts. With growing diversity and reliance on cross-national collaborations, employees also increasingly need to be able to bridge differences in perspectives and expertise to achieve this type of effective collaboration and synergy. Furthermore, global scale events (e.g., Covid-19, global warming) underscore the continued need to reconsider and reinvent the workplace and how people work (e.g., virtual work, work safety, job loss, work-nonwork interface). In the light of these organizational realities and challenges, ERIM’s OB/HRM research group aims to contribute to society by answering the essential question of how to foster motivation, collaboration, and performance in today’s workplace, with a focus on the role of leadership, teamwork, HR practices, and well-being in individuals and teams. As a PhD candidate you will be able to determine the focus of your PhD endeavour in collaboration with the supervising faculty, yet the expectation is that the focus would be aligned with the core expertise of the supervisory team and relate broadly to one or more of the department’s research foci (i.e., leadership; Human Resource Management, performance and well-being outcomes; diversity; creativity and innovation; teamwork; social relations and social networks; empowerment; motivation; proactive and extra-role behaviour).

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Inaugural Address
As: Speaker
Discussion Meeting
As: Contact, Coordinator, Speaker
ERIM Conference
As: Coordinator
As: Coordinator
Discussion Meeting
As: Coordinator


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Office: Mandeville Building T10-59
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