Robert Hooijberg - Academia.edu (original) (raw)

Papers by Robert Hooijberg

w w w. i m d. c h N o. 15 7 M a y 2 0 0 8 CasCadiNg a New visioN: three steps for real CoMMitMeNt... more w w w. i m d. c h N o. 15 7 M a y 2 0 0 8 CasCadiNg a New visioN: three steps for real CoMMitMeNt One of the key questions CEOs and their teams face is how to implement their vision throughout the entire organization. This is especially true in large, geographically-dispersed companies that have diverse products and markets. This article focuses on the challenge of cascading a vision in a meaningful way throughout organizations. Vision is the

A pesar de los escandalos corporativos, a las empresas les importa mas tener ejectuvos orientados... more A pesar de los escandalos corporativos, a las empresas les importa mas tener ejectuvos orientados a resultados, que honestos

International Journal of Organizational Analysis, 2010

PurposeThe purpose of this paper is to understand the impact that perceptions of integrity have o... more PurposeThe purpose of this paper is to understand the impact that perceptions of integrity have on perceptions of leadership effectiveness in the context of leadership behaviors.Design/methodology/approachThe paper used multi‐source feedback from top‐level public service managers, their direct reports, peers, and bosses to examine two aspects of the relationship between integrity and leadership. The paper used exploratory factor analysis to investigate what qualities different stakeholders – self, direct reports, peers, and bosses – associate with integrity. The paper then used the resulting integrity factor in a hierarchical regression analysis to examine if perceived integrity had a greater impact on perceived leadership effectiveness than leadership behaviors.FindingsThe paper shows an association between honesty and integrity for all stakeholder groups. Integrity has an impact above that of leadership behaviors on perceived effectiveness for managers and their peers but not for ...

Monographs in Leadership and Management

A key distinction, mentioned by Dubin (1979, p. 227), is “leadership at a distance.” When Dubin w... more A key distinction, mentioned by Dubin (1979, p. 227), is “leadership at a distance.” When Dubin was writing, there was little research on this topic. More recently, however, there has been an upsurge in leadership-at-a-distance work. We see a major review by Antonakis and Atwater (2002), following an earlier one by Napier and Ferris (1993), along with work by authors such as Shamir (1995) and Waldman and Yammarino (1999).

Monographs in Leadership and Management

ABSTRACT We explore how leaders get real commitment for their visions. We propose that leaders ne... more ABSTRACT We explore how leaders get real commitment for their visions. We propose that leaders need to pay significant attention to and get broad involvement in three stages of the vision creation and dissemination process. First, they need involvement in the creation of the vision and buy-in from the senior levels. Second, when cascading the vision further down the organization, they need to allow for real discussion and input. Third, leaders need to seriously track and assess the impact of the vision implementation.

Monographs in Leadership and Management

A key question with which many senior executives struggle concerns the development of future gene... more A key question with which many senior executives struggle concerns the development of future generations of leaders throughout their organizations. Because these senior leaders realize that they cannot personally groom these next generations of leaders, they have started to explore what conditions will make the leaders of the future “emerge.” They face the challenge of creating conditions that simultaneously provide opportunities for people to demonstrate their leadership potential and that keep the current business running well. Day, in Chapter 2 of Part 1 of the book, proposed the social architecture most conducive to such leader development. His social architecture has three main pillars: low power distance, psychological safety, and a learning orientation. The two application chapters in this part of the book presented two ways of building such a social architecture for leader development.

Monographs in Leadership and Management

ABSTRACT In this chapter we discuss the “Nestlé on the Move” program. The program focuses especia... more ABSTRACT In this chapter we discuss the “Nestlé on the Move” program. The program focuses especially on the areas of leadership and people development and finding ways to better align people with the organization, gain their insights, engage them cooperatively, and stimulate initiative.

The International Journal of Organizational Analysis, 1994

We propose that institutional actors do not just ceremonially comply with the cultural values in ... more We propose that institutional actors do not just ceremonially comply with the cultural values in their environment, as institutional theorists have suggested. Instead, we argue that institutional actors can use conflicting cultural values as tools to further their interests and, in doing so, affect significant social problems and cause unanticipated changes in their core goals and policies. To present support for that proposition, we describe an epidemic of work disability that occurred in the Netherlands between 1967 and 1988. The epidemic is examined in light of conflicting Dutch cultural conceptions of the meaning of work and the meaning of economic security in the welfare state. The behavior of key institutional actors, including the government, medical institutions, employers, and labor unions, is examined to identify their roles in the epidemic. We assert that, by pursuing its own interests while upholding Dutch cultural values, each institutional actor produced conditions in ...

Monographs in Leadership and Management

ABSTRACT This chapter focuses on “healthy-sick” organizations. We define them as those organizati... more ABSTRACT This chapter focuses on “healthy-sick” organizations. We define them as those organizations that appear to be healthy to the outside world but are sick at their core. We identify and discuss, in detail, singular attributes of healthy-sick organizations and their path to failure. As senior organizational leaders are responsible for creating and maintaining the set of interactions that creates the healthy-sick phenomenon, our elaboration will necessarily focus on these leader(s). We conclude with a set of recommendations to mitigate the probability of organizations falling into the healthy-sick trap.

The Leadership Quarterly, 1996

The leadership literature has not adequately addressed leadership in and of demographically diver... more The leadership literature has not adequately addressed leadership in and of demographically diverse organizations. In this article we examine what is known about male/female, white/non-white, and U.S./ non-U.S. differences and discuss the leadership implications. We examine the recent literature on leadership as it relates to diversity at different levels where leadership is exercised. including interpersonal, group, and organizational levels. We also propose an agenda for future research, especially on leader-member relations, the influence of biases and stereotypes on leadership evaluations, leading demographically diverse groups, organizational stratification. separating sex from gender effects, influence tactics, and multidirectional approaches to leadership. The articles in these two volumes on leadership and diversity provide a promising start in addressing the proposed agenda for future research.

The Leadership Quarterly, 2000

This issue's interview is with Bernard Bass. He started in academia in 1946 and began teaching 52... more This issue's interview is with Bernard Bass. He started in academia in 1946 and began teaching 52 years ago. When he publishes in the year 2000, he will have published in seven different decades. Besides all of his work in the area of leadership, Dr. Bass is also the co-founder (with Bob House and Henry Tosi) of The Leadership Quarterly. PERSONAL BACKGROUND INFORMATION Question: When and where were you born? And what did your parents do? Did you serve in the military? Bass: I was born on June 11, 1925, in the Bronx, New York City, where I lived until I was 16 years old and attended DeWitt-Clinton high school. We moved to Manhattan after my mother died. By age 14, I was selling popcorn, hot dogs, soft drinks, and beer in Yankee stadium and the Polo Grounds. I saw a lot of important baseball games, including the 1941 World Series (the so-called "subway series") between the New York Yankees and the Brooklyn Dodgers. At age 18, I joined the U.S. Army Airforce (USAAF) to become a navigator-bombardier and ended up in B-29 flight engineering school. Then, the atomic bomb was dropped. I never flew in combat and was discharged in November 1945.

The Leadership Quarterly, 1999

The following interview represents the start of a series of interviews with researchers who have ... more The following interview represents the start of a series of interviews with researchers who have had a major impact on the field of leadership. Through these interviews we want to obtain a sense of the person behind the researcher. a few comments on the person's research ideas, and some insights on the state of the held. In addition, we have asked some of the people who worked with Dr. Fiedler to comment on what it was like to work with and for him. We will try to do this for other interviewees as well. We believe this interview is timely as Dr. Fiedler is this year's recipient of the James McKeen Cattell Award of the American Psychological Society. PERSONAL BACKGROUND INFORMATION Question: When and where were you born? And what did your parents do'? Fiedler: I was born July 13, 1922 in Vienna, Austria, where my parents owned a textile and tailoring supply store. I emigrated to the United States shortly after Germany invaded Austria in 1938. I lived for one year with distant relatives in South Bend, Indiana. and after they left South Bend for reasons of health, I stayed

The Leadership Quarterly, 2000

Using a 360-degree feedback approach, we examined the extent to which raters vary in the leadersh... more Using a 360-degree feedback approach, we examined the extent to which raters vary in the leadership roles they associate with effectiveness, as well as the extent to which self-ratings reflect those of other raters. Using data from 252 managers and their subordinates, peers, and superiors from the public utility industry, we found that, depending on the rater-ratee relationship, different leadership roles are associated with effectiveness. The managers themselves resembled their superiors the most in terms of the leadership roles they associated with effectiveness. These results lend support for the importance of 360-degree feedback for both practitioners and researchers. Organizational researchers, then, should not only examine levels of rater agreement, but also try to better understand what different raters consider critical leadership roles. This article is a step in that direction. Research on 360-degree feedback has primarily focused on the level of agreement between self and other ratings (e.g.,

The Leadership Quarterly, 1996

In this paper we develop a framework for conceptualizing the research on diversity, examine the r... more In this paper we develop a framework for conceptualizing the research on diversity, examine the relationship between diversity and the demands of leadership, and attempt to link the literatures of diversity and leadership by expanding the conception of both. We discuss four types of work on diversity: (a) the management literature on interpersonal and intergroup interaction: (b) other management literature on organizational change which has implications for diversity; (c) literature from the social and behavioral sciences which is about diversity, but which has not been included in the management literature on diversity or leadership; and (d) literature on the ethics and morality of diversity and multiculturalism which the management literature has tended to ignore. We argue that leaders need to "do" diversity in the origination, interpolation, and use of structures; that they have responsibility for the impact their companies have on a diverse world; that they are implicated by their inaction and inattention as well as by their actions: that they need to take responsibility for the politics of diversity; and that they need to engage in "adaptive" and "emotion" work.

Journal of Organizational Behavior, 1992

Hypotheses regarding role stress, chronic burden and two forms of vulnerability to mental health ... more Hypotheses regarding role stress, chronic burden and two forms of vulnerability to mental health symptoms are tested in a longitudinal sample of 590 caregivers working in group homes for the mentally ill. In addition, an organizational exit pressure hypothesis is offered. Measures of exit pressure are identified and incorporated into predictive models of stress and mental health. Exit pressures affect somatization directly and interact with role ambiguity to affect subsequent levels of anxiety and somatization. The results suggest that selection pressures in and out of social settings should be conceptualized as part of models of stress and mental health.

... LIST OF CONTRIBUTORS John Antonakis BR Baliga Michele Barnett Berg Corey Billington Kimberly ... more ... LIST OF CONTRIBUTORS John Antonakis BR Baliga Michele Barnett Berg Corey Billington Kimberly B. Boal Paul V. Broeckx Heike Bruch Mary Sue Coleman David V. Day Galit Eilam-Shamir Daniel A. Gruber Robert Hogan Robert Hooijberg Faculty of Management and ...

Administration & Society, 2001

Researchers have been criticized for applying generic organization and management theories to pub... more Researchers have been criticized for applying generic organization and management theories to public sector organizations on the basis that such theories ignore significant public-private differences. To examine the extent to which generic theories can help us better understand public-private differences, the authors applied a generic leadership theory to both a private and a public sector organization and found interesting differences between the two organizations. The authors concluded that generic theories serve the useful purpose of allowing researchers to compare and contrast public sector management issues with those of other types of organizations. Theoretical and practical implications of these findings are discussed.

The Leadership Quarterly, 2000

During the last 20 years, the field of strategic leadership has undergone both a rejuvenation and... more During the last 20 years, the field of strategic leadership has undergone both a rejuvenation and a metamorphosis. We argue that the essence of strategic leadership involves the capacity to learn, the capacity to change, and managerial wisdom. Against this backdrop, we first ...

w w w. i m d. c h N o. 15 7 M a y 2 0 0 8 CasCadiNg a New visioN: three steps for real CoMMitMeNt... more w w w. i m d. c h N o. 15 7 M a y 2 0 0 8 CasCadiNg a New visioN: three steps for real CoMMitMeNt One of the key questions CEOs and their teams face is how to implement their vision throughout the entire organization. This is especially true in large, geographically-dispersed companies that have diverse products and markets. This article focuses on the challenge of cascading a vision in a meaningful way throughout organizations. Vision is the

A pesar de los escandalos corporativos, a las empresas les importa mas tener ejectuvos orientados... more A pesar de los escandalos corporativos, a las empresas les importa mas tener ejectuvos orientados a resultados, que honestos

International Journal of Organizational Analysis, 2010

PurposeThe purpose of this paper is to understand the impact that perceptions of integrity have o... more PurposeThe purpose of this paper is to understand the impact that perceptions of integrity have on perceptions of leadership effectiveness in the context of leadership behaviors.Design/methodology/approachThe paper used multi‐source feedback from top‐level public service managers, their direct reports, peers, and bosses to examine two aspects of the relationship between integrity and leadership. The paper used exploratory factor analysis to investigate what qualities different stakeholders – self, direct reports, peers, and bosses – associate with integrity. The paper then used the resulting integrity factor in a hierarchical regression analysis to examine if perceived integrity had a greater impact on perceived leadership effectiveness than leadership behaviors.FindingsThe paper shows an association between honesty and integrity for all stakeholder groups. Integrity has an impact above that of leadership behaviors on perceived effectiveness for managers and their peers but not for ...

Monographs in Leadership and Management

A key distinction, mentioned by Dubin (1979, p. 227), is “leadership at a distance.” When Dubin w... more A key distinction, mentioned by Dubin (1979, p. 227), is “leadership at a distance.” When Dubin was writing, there was little research on this topic. More recently, however, there has been an upsurge in leadership-at-a-distance work. We see a major review by Antonakis and Atwater (2002), following an earlier one by Napier and Ferris (1993), along with work by authors such as Shamir (1995) and Waldman and Yammarino (1999).

Monographs in Leadership and Management

ABSTRACT We explore how leaders get real commitment for their visions. We propose that leaders ne... more ABSTRACT We explore how leaders get real commitment for their visions. We propose that leaders need to pay significant attention to and get broad involvement in three stages of the vision creation and dissemination process. First, they need involvement in the creation of the vision and buy-in from the senior levels. Second, when cascading the vision further down the organization, they need to allow for real discussion and input. Third, leaders need to seriously track and assess the impact of the vision implementation.

Monographs in Leadership and Management

A key question with which many senior executives struggle concerns the development of future gene... more A key question with which many senior executives struggle concerns the development of future generations of leaders throughout their organizations. Because these senior leaders realize that they cannot personally groom these next generations of leaders, they have started to explore what conditions will make the leaders of the future “emerge.” They face the challenge of creating conditions that simultaneously provide opportunities for people to demonstrate their leadership potential and that keep the current business running well. Day, in Chapter 2 of Part 1 of the book, proposed the social architecture most conducive to such leader development. His social architecture has three main pillars: low power distance, psychological safety, and a learning orientation. The two application chapters in this part of the book presented two ways of building such a social architecture for leader development.

Monographs in Leadership and Management

ABSTRACT In this chapter we discuss the “Nestlé on the Move” program. The program focuses especia... more ABSTRACT In this chapter we discuss the “Nestlé on the Move” program. The program focuses especially on the areas of leadership and people development and finding ways to better align people with the organization, gain their insights, engage them cooperatively, and stimulate initiative.

The International Journal of Organizational Analysis, 1994

We propose that institutional actors do not just ceremonially comply with the cultural values in ... more We propose that institutional actors do not just ceremonially comply with the cultural values in their environment, as institutional theorists have suggested. Instead, we argue that institutional actors can use conflicting cultural values as tools to further their interests and, in doing so, affect significant social problems and cause unanticipated changes in their core goals and policies. To present support for that proposition, we describe an epidemic of work disability that occurred in the Netherlands between 1967 and 1988. The epidemic is examined in light of conflicting Dutch cultural conceptions of the meaning of work and the meaning of economic security in the welfare state. The behavior of key institutional actors, including the government, medical institutions, employers, and labor unions, is examined to identify their roles in the epidemic. We assert that, by pursuing its own interests while upholding Dutch cultural values, each institutional actor produced conditions in ...

Monographs in Leadership and Management

ABSTRACT This chapter focuses on “healthy-sick” organizations. We define them as those organizati... more ABSTRACT This chapter focuses on “healthy-sick” organizations. We define them as those organizations that appear to be healthy to the outside world but are sick at their core. We identify and discuss, in detail, singular attributes of healthy-sick organizations and their path to failure. As senior organizational leaders are responsible for creating and maintaining the set of interactions that creates the healthy-sick phenomenon, our elaboration will necessarily focus on these leader(s). We conclude with a set of recommendations to mitigate the probability of organizations falling into the healthy-sick trap.

The Leadership Quarterly, 1996

The leadership literature has not adequately addressed leadership in and of demographically diver... more The leadership literature has not adequately addressed leadership in and of demographically diverse organizations. In this article we examine what is known about male/female, white/non-white, and U.S./ non-U.S. differences and discuss the leadership implications. We examine the recent literature on leadership as it relates to diversity at different levels where leadership is exercised. including interpersonal, group, and organizational levels. We also propose an agenda for future research, especially on leader-member relations, the influence of biases and stereotypes on leadership evaluations, leading demographically diverse groups, organizational stratification. separating sex from gender effects, influence tactics, and multidirectional approaches to leadership. The articles in these two volumes on leadership and diversity provide a promising start in addressing the proposed agenda for future research.

The Leadership Quarterly, 2000

This issue's interview is with Bernard Bass. He started in academia in 1946 and began teaching 52... more This issue's interview is with Bernard Bass. He started in academia in 1946 and began teaching 52 years ago. When he publishes in the year 2000, he will have published in seven different decades. Besides all of his work in the area of leadership, Dr. Bass is also the co-founder (with Bob House and Henry Tosi) of The Leadership Quarterly. PERSONAL BACKGROUND INFORMATION Question: When and where were you born? And what did your parents do? Did you serve in the military? Bass: I was born on June 11, 1925, in the Bronx, New York City, where I lived until I was 16 years old and attended DeWitt-Clinton high school. We moved to Manhattan after my mother died. By age 14, I was selling popcorn, hot dogs, soft drinks, and beer in Yankee stadium and the Polo Grounds. I saw a lot of important baseball games, including the 1941 World Series (the so-called "subway series") between the New York Yankees and the Brooklyn Dodgers. At age 18, I joined the U.S. Army Airforce (USAAF) to become a navigator-bombardier and ended up in B-29 flight engineering school. Then, the atomic bomb was dropped. I never flew in combat and was discharged in November 1945.

The Leadership Quarterly, 1999

The following interview represents the start of a series of interviews with researchers who have ... more The following interview represents the start of a series of interviews with researchers who have had a major impact on the field of leadership. Through these interviews we want to obtain a sense of the person behind the researcher. a few comments on the person's research ideas, and some insights on the state of the held. In addition, we have asked some of the people who worked with Dr. Fiedler to comment on what it was like to work with and for him. We will try to do this for other interviewees as well. We believe this interview is timely as Dr. Fiedler is this year's recipient of the James McKeen Cattell Award of the American Psychological Society. PERSONAL BACKGROUND INFORMATION Question: When and where were you born? And what did your parents do'? Fiedler: I was born July 13, 1922 in Vienna, Austria, where my parents owned a textile and tailoring supply store. I emigrated to the United States shortly after Germany invaded Austria in 1938. I lived for one year with distant relatives in South Bend, Indiana. and after they left South Bend for reasons of health, I stayed

The Leadership Quarterly, 2000

Using a 360-degree feedback approach, we examined the extent to which raters vary in the leadersh... more Using a 360-degree feedback approach, we examined the extent to which raters vary in the leadership roles they associate with effectiveness, as well as the extent to which self-ratings reflect those of other raters. Using data from 252 managers and their subordinates, peers, and superiors from the public utility industry, we found that, depending on the rater-ratee relationship, different leadership roles are associated with effectiveness. The managers themselves resembled their superiors the most in terms of the leadership roles they associated with effectiveness. These results lend support for the importance of 360-degree feedback for both practitioners and researchers. Organizational researchers, then, should not only examine levels of rater agreement, but also try to better understand what different raters consider critical leadership roles. This article is a step in that direction. Research on 360-degree feedback has primarily focused on the level of agreement between self and other ratings (e.g.,

The Leadership Quarterly, 1996

In this paper we develop a framework for conceptualizing the research on diversity, examine the r... more In this paper we develop a framework for conceptualizing the research on diversity, examine the relationship between diversity and the demands of leadership, and attempt to link the literatures of diversity and leadership by expanding the conception of both. We discuss four types of work on diversity: (a) the management literature on interpersonal and intergroup interaction: (b) other management literature on organizational change which has implications for diversity; (c) literature from the social and behavioral sciences which is about diversity, but which has not been included in the management literature on diversity or leadership; and (d) literature on the ethics and morality of diversity and multiculturalism which the management literature has tended to ignore. We argue that leaders need to "do" diversity in the origination, interpolation, and use of structures; that they have responsibility for the impact their companies have on a diverse world; that they are implicated by their inaction and inattention as well as by their actions: that they need to take responsibility for the politics of diversity; and that they need to engage in "adaptive" and "emotion" work.

Journal of Organizational Behavior, 1992

Hypotheses regarding role stress, chronic burden and two forms of vulnerability to mental health ... more Hypotheses regarding role stress, chronic burden and two forms of vulnerability to mental health symptoms are tested in a longitudinal sample of 590 caregivers working in group homes for the mentally ill. In addition, an organizational exit pressure hypothesis is offered. Measures of exit pressure are identified and incorporated into predictive models of stress and mental health. Exit pressures affect somatization directly and interact with role ambiguity to affect subsequent levels of anxiety and somatization. The results suggest that selection pressures in and out of social settings should be conceptualized as part of models of stress and mental health.

... LIST OF CONTRIBUTORS John Antonakis BR Baliga Michele Barnett Berg Corey Billington Kimberly ... more ... LIST OF CONTRIBUTORS John Antonakis BR Baliga Michele Barnett Berg Corey Billington Kimberly B. Boal Paul V. Broeckx Heike Bruch Mary Sue Coleman David V. Day Galit Eilam-Shamir Daniel A. Gruber Robert Hogan Robert Hooijberg Faculty of Management and ...

Administration & Society, 2001

Researchers have been criticized for applying generic organization and management theories to pub... more Researchers have been criticized for applying generic organization and management theories to public sector organizations on the basis that such theories ignore significant public-private differences. To examine the extent to which generic theories can help us better understand public-private differences, the authors applied a generic leadership theory to both a private and a public sector organization and found interesting differences between the two organizations. The authors concluded that generic theories serve the useful purpose of allowing researchers to compare and contrast public sector management issues with those of other types of organizations. Theoretical and practical implications of these findings are discussed.

The Leadership Quarterly, 2000

During the last 20 years, the field of strategic leadership has undergone both a rejuvenation and... more During the last 20 years, the field of strategic leadership has undergone both a rejuvenation and a metamorphosis. We argue that the essence of strategic leadership involves the capacity to learn, the capacity to change, and managerial wisdom. Against this backdrop, we first ...