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Nils Fürstenberg
Title
Prof. Dr.
Last Name
Fürstenberg
First name
Nils
Email
nils.fuerstenberg@unisg.ch
ORCID
Phone
+41 71 224 3186
Now showing
1 - 10 of 21
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PublicationType: journal articleJournal: Zeitschrift Führung + OrganisationVolume: 23Issue: 1
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PublicationBenefitting or suffering from a paradoxical leader? A self-regulation perspectiveWhy do followers’ reactions to perceived paradoxical leader behavior (PLB) differ? To answer this question, we draw from self-regulation theory and argue that making sense of a paradoxical leader’s seemingly contradictory behavior can pose a challenge for followers and requires specific cognitive traits and abilities that enable them to navigate such complex and dynamic environments. We propose that followers who lack these cognitive traits and related abilities find it more difficult to make sense of and navigate their paradoxical leader’s behavior, thereby perceiving them as behaviorally unpredictable. This, in turn, impairs followers’ self-regulation when working with such leaders, and leads to lower well-being. Conversely, followers endowed with appropriate cognitive traits can make sense of PLB and thrive in these environments. To test our propositions, we conducted two multi-wave field studies. In Study 1, we examine the role of followers’ trait cognitive flexibility in interpreting PLB; whereas Study 2 explores the role of followers’ trait self-regulation. The findings from these studies support our hypotheses, with an important implication: the efficacy of PLB may not only solely depend on a leader’s ability to enact these behaviors but also on their followers’ ability to interpret and make sense of them.Type: journal articleJournal: Human Relations
Scopus© Citations 1 -
PublicationPerceived Organizational Support and Volunteer Outcomes: Evidence From a German Environmental Nonprofit OrganizationWhile research on organizational aspects designed to enhance volunteer attitudes has grown over time, we still lack knowledge on the mechanisms that explain these relationships and are specific to the volunteering context. In the present study, we draw on social identity theory to explore how two organizational characteristics relating to a nonprofit organization’s (NPO) nature (volunteers’ organizational vision acceptance) and nurture (volunteers’ perception of organizational support) interact to promote volunteers’ engagement and retention. Findings from a survey of 1,355 volunteers in a German environmental NPO show that the relationship between perceived organizational support and both volunteer outcomes is mediated by organizational identification and moderated by volunteers’ acceptance of organizational vision. We contribute to research on the professionalization of volunteer management by highlighting the importance of volunteers’ acceptance of their NPO’s vision for their engagement and intention to leave.Type: journal articleJournal: Nonprofit and Voluntary Sector QuarterlyVolume: 52Issue: 3
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PublicationType: journal articleJournal: Personal QuarterlyVolume: 22Issue: 2
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PublicationHow and when paradoxical leadership benefits work engagement: The role of goal clarity and work autonomyParadoxical leadership behaviour (PLB) represents an emerging leadership construct that can help leaders deal with conflicting demands. In this paper, we report three studies that add to this nascent literature theoretically, methodologically, and empirically. In Study 1, we validate an effective short-form measure of global PLB using three different samples. In Studies 2 and 3, we draw on the job demands–resources model to propose that paradoxical leaders promote followers’ work engagement by simultaneously fostering follower goal clarity and work autonomy. The results of survey data from Studies 2 and 3 largely confirm our model. Specifically, our findings show that PLB is positively associated with follower goal clarity and work autonomy, and that PLB exerts an indirect effect on work engagement via these variables. Moreover, our results support a hypothesized interaction effect of goal clarity and work autonomy to predict followers’ work engagement, as well as a conditional indirect effect of PLB on work engagement via the interactive effect. We discuss the practical implications for leaders and organizations.Type: journal articleJournal: Journal of Occupational and Organizational PsychologyVolume: 94Issue: 3DOI: 10.1111/joop.12344
Scopus© Citations 48 -
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Scopus© Citations 26 -
PublicationType: journal articleJournal: Organizational DynamicsVolume: 46Issue: 2
Scopus© Citations 22 -
PublicationCollective perceptions of HR practices and the implications for team wellbeing and performance
;Alfes, Kerstin ;Avgoustaki, Argyro ;Ritz, AdrianTran, VéroniqueType: conference paper -
PublicationCollective perceptions of HRM practices and absence from work: A latent moderated SEM approach
;Alfes, Kerstin ;Avgoustaki, ArgyroTran, VéroniqueType: conference paper -
PublicationBeyond the Individual: An Interactive Multilevel Model of Boundary Control in Organizations( 2024)The boundaries between work and the private domain are becoming increasingly blurred. Recent studies show that this blurring often coincides with lower levels of individual health and performance. In this context, research has highlighted boundary control - the degree to which a person perceives that he or she is in control of how he or she manages the boundaries between work life and personal life - as a critical resource. However, boundary control has been studied only as an individual-level construct and without consideration of the organizational context, leaving several important questions unanswered: First, it remains to be understood how organizational contexts and factors influence boundary control and to what extent they shape its impact on employees. Second, it is not yet clear whether organizations, at a collective level, also benefit from granting boundary control to their employees. To address these gaps, we draw on conservation of resources theory to develop and test a multilevel model of boundary control in organizations. We propose that both competence-enhancing HR systems and decentralization foster boundary control, which in turn, is expected to promote organizational performance and individual health. Finally, we hypothesize that boundary control becomes more important for employee health in organizations characterized by higher levels of virtual communication. Results from multilevel modeling of multi-source survey data from 8,273 employees and 154 human resource professionals nested in 154 German organizations across several industries and matched with archival performance data confirmed our hypotheses.Type: conference paperJournal: Academy of Management ProceedingsVolume: 2024Issue: 1
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