1. Do I Hear the Whistle…? A First Attempt to Measure Four Forms of Employee Silence and Their Correlates.Michael Knoll & Rolf Dick - 2013 - Journal of Business Ethics 113 (2):349-362.
    Silence in organizations refers to a state in which employees refrain from calling attention to issues at work such as illegal or immoral practices or developments that violate personal, moral, or legal standards. While Morrison and Milliken (Acad Manag Rev 25:706–725, 2000) discussed how organizational silence as a top-down organizational level phenomenon can cause employees to remain silent, a bottom-up perspective—that is, how employee motives contribute to the occurrence and maintenance of silence in organizations—has not yet been given much research (...)
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    Who Leads More and Why? A Mediation Model from Gender to Leadership Role Occupancy.Rolf Dick, Sebastian Schuh, Jordi Escartín & Alina Hernandez Bark - 2016 - Journal of Business Ethics 139 (3):473-483.
    Previous research has shown that female leaders lead slightly more effective than male leaders. However, women are still underrepresented in higher management. In this study, we seek to contribute to a deeper understanding of this paradox by proposing and testing an innovative model that integrates different research streams on gender and leadership. Specifically, we propose power motivation and transformational leadership as two central yet opposing dynamics that underlie the relation between gender and leadership role occupancy. We tested this model in (...)
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    The Relationship Between Leaders' Group-Oriented Values and Follower Identification with and Endorsement of Leaders: The Moderating Role of Leaders' Group Membership. [REVIEW]Matthias M. Graf, Sebastian C. Schuh, Niels Quaquebeke & Rolf Dick - 2012 - Journal of Business Ethics 106 (3):301-311.
    In this article, we hypothesize that leaders who display group-oriented values (i.e., values that focus on the welfare of the group rather than on the self-interest of the leader) will be evaluated more positively by their followers than leaders who do not display group-oriented values. Importantly, we expected these effects to be more pronounced for leaders who are ingroup members (i.e., stemming from the same social group as their followers) than for leaders who are outgroup members (i.e., leaders stemming from (...)
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