http://repub.eur.nl/res/aut/16071/ List of Publications en http://repub.eur.nl/static-eur/img/logo.png http://repub.eur.nl http://repub.eur.nl/res/pub/31416/ 2011-10-18T00:00:00Z Previous research has documented that intra-group respect fosters individual engagement with work teams or organizations. The authors extend this work by empirically distinguishing between perceived inclusion of the self in the team and perceived value of the self for the team as separate psychological consequences of respect. Based on a social identity analysis, it is predicted that perceived inclusion facilitates the development of a positive team identity (how the individual feels about the team), while perceived value elicits the willingness to invest in the team (what the individual is willing to do for the team). Support for these predictions is obtained with structural equation modelling among two independent samples of professional soldiers working in military teams (ntotal=495). Reports of individual team members about positive team identity and willingness to invest in the team correlated with supervisor ratings of the team's action readiness. British Journal of Management http://repub.eur.nl/res/pub/25835/ 2011-07-22T00:00:00Z The present research investigates antecedents of safety performance in warehouses. Specifically, we study what factors influence the number of accidents that have occurred in the past three and a half years in 78 Dutch warehouses. Based on prior research in (behavioral) operations management, safety management, and organizational behavior, we identify hazard reducing systems (HRS), safety-specific transformational leadership (SSTL), and safety consciousness (SC) as potential predictors of safety performance. Path analysis on data from a survey among 78 warehouse managers and 1033 warehouse employees shows, in line with prior research, that HRS is a strong predictor of safety performance. Importantly, our results also suggest that SSTL may be an even more important predictor of safety performance than HRS. SSTL affects safety performance directly (contrary to our expectations SC does not mediate this relationship) and strongly predicts safety performance even after controlling for the effects of HRS. SSTL also mediates some of the effects of HRS on safety performance. Subsequently, we propose that leaders are critical in fostering safety on the work floor. http://repub.eur.nl/res/pub/39944/ 2011-01-01T00:00:00Z In the summer of 2009, soon after the winners of the annual Safest Warehouse of the Year Awards were being lauded at an industry conference, journalist Marcel te Lindert wondered out loud in his regular column for the Dutch magazine Logistiek, why it was that there were more questions raised about safety issues than there were answers. http://repub.eur.nl/res/pub/20344/ 2010-06-01T00:00:00Z Vision communication is considered to be essential for leaders to mobilize followers, but knowledge of how and why vision communication may influence followers is scarce. We argue that visions may invite followers to create an ideal self (a desired image of the self). Subsequent consideration of this ideal self may motivate followers to make the ideal self (and thus the vision) reality. Furthermore, we propose that visions that focus on followers (by addressing followers personally and involving them in the vision) are more likely to lead to the creation of an ideal self and hence to higher follower performance than visions that do not focus on followers. Moreover, we argue that this effect is particularly strong for followers with a promotion self-regulatory focus, a focus on reaching ideals and ideal selves, because promotion focus causes sensitivity to the presence or absence of ideals (Higgins, 1987, 1996, 1997). The results of two experiments support our predictions. http://repub.eur.nl/res/pub/19228/ 2010-05-01T00:00:00Z is generally argued that leader visions motivate followers by focusing on reaching desirable end-states. However, it has also been suggested that visions may motivate followers by focusing on avoiding undesirable situations. In this paper we investigate the effects of appeals that focus on preventing an undesirable situation (i.e., prevention-appeals) as well as appeals that focus on promoting a desirable situation (i.e., promotion-appeals). We argue that the effectiveness of promotion- and prevention-appeals is contingent on follower regulatory focus. In two experiments we show that prevention-appeals lead to better performance than promotion-appeals for more prevention-focused followers, while the reverse is true for more promotion-focused followers. We find this pattern for a dispositional measure of follower regulatory focus (Study 1) as well as for a manipulation of follower regulatory focus (Study 2). http://repub.eur.nl/res/pub/19415/ 2010-05-01T00:00:00Z Innovative behavior is increasingly important for organizations' survival. Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relationship is scarce and inconsistent. Addressing this issue, we propose that follower psychological empowerment moderates the relationship of transformational and transactional leadership with follower innovative behavior. In a field study with 230 employees of a government agency in the Netherlands combining multisource ratings, we show that transformational leadership is positively related to innovative behavior only when psychological empowerment is high, whereas transactional leadership has a negative relationship with innovative behavior only under these conditions. http://repub.eur.nl/res/pub/21199/ 2009-03-01T00:00:00Z Innovative behavior is increasingly important for organizations' survival. Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relationship is scarce and inconsistent. Addressing this issue, we propose that follower psychological empowerment moderates the relationship of transformational and transactional leadership with follower innovative behavior. In a field study with 230 employees of a government agency in the Netherlands combining multisource ratings, we show that transformational leadership is positively related to innovative behavior only when psychological empowerment is high, whereas transactional leadership has a negative relationship with innovative behavior only under these conditions. © 2009 John Wiley & Sons, Ltd. http://repub.eur.nl/res/pub/14080/ 2008-12-04T00:00:00Z The communication of inspiring visions is arguably the sine qua non of change-oriented leadership. Visions are images of the future. Vision communication refers to the expression of a vision with the aim of convincing others (usually followers) that the vision is valid. Despite the fact that the merits of vision communication are widely acknowledged, research in vision communication is scarce and unable to explain comprehensively how and when leaders are able to inspire followers through the communication of visions. In this dissertation I set out to answer the question ‘How can vision communication affect follower (intrinsic) motivation and subsequent behavior?’ The key insight of this dissertation is that, if vision communication stimulates followers to create future images of themselves based on a vision (so called possible selves), it may subsequently cause them to be more intrinsically motivated to make this vision reality. In this dissertation I develop a theoretical framework for the role of possible selves of followers in visionary leadership. Furthermore, I present the results of several experimental studies that investigate hypotheses derived from this framework. Ultimately, I identify various ways in which leader vision communication might positively influence follower motivation.