Birgit Schyns
Biographic Data
| ID | 2756597 |
|---|---|
| NAME | Birgit Schyns |
| GIVEN NAMES | Birgit |
| FAMILY NAME | Schyns |
| SIGNATURE | SCHYNS B |
| AFFILIATIONS | NEOMA Business School |
| ORCID | 0000-0001-8604-1994 |
| VERIFIED | Yes |
| TOTAL WORKS | 20 |
| TOTAL CITATIONS | 58 |
| AUTHOR COUNT | 20 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2002 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 4 |
When Vulnerable Narcissists Take the Lead
Research to date provides only limited insights into the processes of abusive supervision, a form of unethical leadership. Leaders’ vulnerable narcissism is important to consider, as, according to the trifurcated model of narcissism, it combines entitlement with antagonism, which likely triggers cognitive and affective processes that link leaders’ vulnerable narcissism and abusive supervision. Building on conceptualizations of aggression as a sel…
Triggered Abuse
Previous research has shown that leaders’ narcissistic rivalry is positively associated with abusive supervision. However, it remains unclear when and how leaders high in narcissistic rivalry show abusive supervision. Building on trait activation theory and the Narcissistic Admiration and Rivalry Concept (NARC), we assumed that leaders high in narcissistic rivalry particularly show abusive supervision in reaction to follower workplace deviance du…
The romance of leadership
When Your Leader Just Does Not Make Any Sense
The Dark Side of Leader Narcissism
Narcissists often attain leadership positions, but at the same time do not care for others and often engage in unethical behaviors. We therefore explored the role of leader narcissism as an antecedent of abusive supervision, a form of unethical leadership. We based our study on the narcissistic admiration and rivalry concept (NARC) and proposed a direct positive effect of leaders’ narcissistic rivalry—the maladaptive narcissism dimension—on abusi…
Is someone looking over my shoulder? An investigation into supervisor monitoring variability, Subordinates' daily felt trust, and well‐being
Remote working has become the new norm in organizations. However, little is known about how supervisors' monitoring affects their relationships with subordinates in remote work settings. Our research aims to enhance the understanding of the daily dynamics of monitoring and trust between supervisors and subordinates. Based on self‐determination theory, we propose a multilevel theoretical model predicting that supervisors' daily monitoring affects …
Do you remember? Rater memory systems and leadership measurement
A Multi‐Level Approach to Direct and Indirect Relationships between Organizational Voice Climate, Team Manager Openness, Implicit Voice Theories, and Silence
Employee silence impedes sustainable organizational development, and it can conceal harm for internal and external stakeholders. Established approaches to overcoming silence in organizations draw on the assumption that employees withhold their views based on deliberate elaborations on the effectiveness and risks they associate with voice. Our research aims at complementing these approaches. Applying an information processing approach to culture a…
Does thinking of myself as leader make me want to lead? The role of congruence in self-theories and implicit leadership theories in motivation to lead
How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories
Our research examines the role of followers in unethical leadership. Drawing on a social–cognitive approach to leadership and recent research in the field of behavioral ethics, we focus on how leader behavior and follower information processing interact to produce unethical outcomes. In two experimental studies simulating a personnel selection context, we examine to what extent individual implicit assumptions regarding the follower role (i.e., im…
A Short Version of the Occupational Self-Efficacy Scale
Occupational self-efficacy is an important resource for individuals in organizations. To be able to compare the occupational self-efficacy of employees across different countries, equivalent versions of the standard instruments need to be made available in different languages. In this article, the authors report on the structural and construct validity of an instrument that assesses occupational self-efficacy across five countries (Germany, Swede…
Why the Brewery Ran Out of Beer
According to Heider (1958 ), observers tend to discount situational factors and overemphasize the internal characteristics of the actor when making causal attributions. Specifically, in an organizational setting, leadership perceptions of followers may be influenced by the fundamental attribution error. Accordingly, followers may be more likely to attribute leader mistakes to internal factors. However, we suggest that this tendency may be modifie…
Professional respect for female and male leaders
Purpose The paper aims to test the impact of gender‐relevant factors on professional respect for leaders. Design/methodology/approach Three determinants were analysed: gender constellation (gender match) between leaders and followers, gender‐stereotypic leadership behaviour, and followers' gender role attitudes. A field study with N 1 =121 followers and their N 2 =81 direct leaders from 34 German organisations was conducted. Leaders were on the l…
The Romance of Leadership Scale
The Romance of Leadership Scale (RLS) has been used in various studies in different countries and contexts. However, to date, the structure of the scale has been a subject of discussion, making it difficult to compare results over different studies. In this study, using student as well as organization samples from two countries, we want to clarify the factor structure of the RLS. In order to do so, we used a hypothetical factor matrix into which …
Leading Question
With the passing of James R. Meindl in 2004, the leadership community lost a preeminent scholar, leader, and very dear mentor and friend.In the current paper we explore key elements of Jim"s legacy, with a particular focus on continuing research streams and ongoing questions regarding the romance of leadership.In addition, in recognition of the increased attention to follower-centered approaches to leadership that Jim helped inspire, we offer a n…
Leader-Member Exchange Theory and Research
In the Leader-Member Exchange (LMX) theory of leadership, the quality of the exchange relationship between a leader and a particular member of a work unit, team or organization is the basic unit of analysis (dyad). In this article, we try to answer the question whether research on the various aspects of the exchange processes between leaders and their subordinates is consistent with the theoretical underpinnings of LMX theory. Our focus is on the…
Exploring gender differences in leaders' occupational self‐efficacy
Purpose This study focuses on gender differences in the relationship between transformational leadership and leader's occupational self‐efficacy. The aim is to explain how female and male leaders develop their self‐efficacy. This knowledge is important for leaders as well as organizations (e.g. human resources departments). Design/methodology/approach A total of 58 leaders were asked to indicate their transformational leadership as well as their …
Is Similarity in Leadership Related to Organizational Outcomes? The Case of Transformational Leadership
In this study, 213 supervisors from two public administration offices rated their own leadership behavior as well as their leaders' behavior on the MLQ. The relationship between own self-rated transformational leadership and perceived transformational leadership of the direct superior was examined. Furthermore, the relationship between perceived similarity between subordinate and supervisor in transformational leadership and leadership specific o…
Gender Stereotypes and the Attribution of Leadership Traits
A new occupational self-efficacy scale and its relation to personality constructs and organizational variables
Three studies on occupational self-efficacy are presented. In the first study, a scale of occupational self-efficacy is developed and set in relation to several personality constructs (general self-efficacy, self-esteem, internal control beliefs, and neuroticism). The correlations found are in the expected direction and of the expected size. In a second and third study, results on the relation to task demands, leader-member exchange (that is qual…
Gender Stereotypes and the Attribution of Leadership Traits
Leading Question
With the passing of James R. Meindl in 2004, the leadership community lost a preeminent scholar, leader, and very dear mentor and friend.In the current paper we explore key elements of Jim"s legacy, with a particular focus on continuing research streams and ongoing questions regarding the romance of leadership.In addition, in recognition of the increased attention to follower-centered approaches to leadership that Jim helped inspire, we offer a n…
Why the Brewery Ran Out of Beer
According to Heider (1958 ), observers tend to discount situational factors and overemphasize the internal characteristics of the actor when making causal attributions. Specifically, in an organizational setting, leadership perceptions of followers may be influenced by the fundamental attribution error. Accordingly, followers may be more likely to attribute leader mistakes to internal factors. However, we suggest that this tendency may be modifie…
Leader-Member Exchange Theory and Research
In the Leader-Member Exchange (LMX) theory of leadership, the quality of the exchange relationship between a leader and a particular member of a work unit, team or organization is the basic unit of analysis (dyad). In this article, we try to answer the question whether research on the various aspects of the exchange processes between leaders and their subordinates is consistent with the theoretical underpinnings of LMX theory. Our focus is on the…
Is someone looking over my shoulder? An investigation into supervisor monitoring variability, Subordinates' daily felt trust, and well‐being
Remote working has become the new norm in organizations. However, little is known about how supervisors' monitoring affects their relationships with subordinates in remote work settings. Our research aims to enhance the understanding of the daily dynamics of monitoring and trust between supervisors and subordinates. Based on self‐determination theory, we propose a multilevel theoretical model predicting that supervisors' daily monitoring affects …
The Romance of Leadership Scale
The Romance of Leadership Scale (RLS) has been used in various studies in different countries and contexts. However, to date, the structure of the scale has been a subject of discussion, making it difficult to compare results over different studies. In this study, using student as well as organization samples from two countries, we want to clarify the factor structure of the RLS. In order to do so, we used a hypothetical factor matrix into which …
Is Similarity in Leadership Related to Organizational Outcomes? The Case of Transformational Leadership
In this study, 213 supervisors from two public administration offices rated their own leadership behavior as well as their leaders' behavior on the MLQ. The relationship between own self-rated transformational leadership and perceived transformational leadership of the direct superior was examined. Furthermore, the relationship between perceived similarity between subordinate and supervisor in transformational leadership and leadership specific o…
How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories
Our research examines the role of followers in unethical leadership. Drawing on a social–cognitive approach to leadership and recent research in the field of behavioral ethics, we focus on how leader behavior and follower information processing interact to produce unethical outcomes. In two experimental studies simulating a personnel selection context, we examine to what extent individual implicit assumptions regarding the follower role (i.e., im…
A new occupational self-efficacy scale and its relation to personality constructs and organizational variables
Three studies on occupational self-efficacy are presented. In the first study, a scale of occupational self-efficacy is developed and set in relation to several personality constructs (general self-efficacy, self-esteem, internal control beliefs, and neuroticism). The correlations found are in the expected direction and of the expected size. In a second and third study, results on the relation to task demands, leader-member exchange (that is qual…
Is Similarity in Leadership Related to Organizational Outcomes? The Case of Transformational Leadership
In this study, 213 supervisors from two public administration offices rated their own leadership behavior as well as their leaders' behavior on the MLQ. The relationship between own self-rated transformational leadership and perceived transformational leadership of the direct superior was examined. Furthermore, the relationship between perceived similarity between subordinate and supervisor in transformational leadership and leadership specific o…
Gender Stereotypes and the Attribution of Leadership Traits
Exploring gender differences in leaders' occupational self‐efficacy
Purpose This study focuses on gender differences in the relationship between transformational leadership and leader's occupational self‐efficacy. The aim is to explain how female and male leaders develop their self‐efficacy. This knowledge is important for leaders as well as organizations (e.g. human resources departments). Design/methodology/approach A total of 58 leaders were asked to indicate their transformational leadership as well as their …
Leader-Member Exchange Theory and Research
In the Leader-Member Exchange (LMX) theory of leadership, the quality of the exchange relationship between a leader and a particular member of a work unit, team or organization is the basic unit of analysis (dyad). In this article, we try to answer the question whether research on the various aspects of the exchange processes between leaders and their subordinates is consistent with the theoretical underpinnings of LMX theory. Our focus is on the…
Professional respect for female and male leaders
Purpose The paper aims to test the impact of gender‐relevant factors on professional respect for leaders. Design/methodology/approach Three determinants were analysed: gender constellation (gender match) between leaders and followers, gender‐stereotypic leadership behaviour, and followers' gender role attitudes. A field study with N 1 =121 followers and their N 2 =81 direct leaders from 34 German organisations was conducted. Leaders were on the l…
The Romance of Leadership Scale
The Romance of Leadership Scale (RLS) has been used in various studies in different countries and contexts. However, to date, the structure of the scale has been a subject of discussion, making it difficult to compare results over different studies. In this study, using student as well as organization samples from two countries, we want to clarify the factor structure of the RLS. In order to do so, we used a hypothetical factor matrix into which …
Leading Question
With the passing of James R. Meindl in 2004, the leadership community lost a preeminent scholar, leader, and very dear mentor and friend.In the current paper we explore key elements of Jim"s legacy, with a particular focus on continuing research streams and ongoing questions regarding the romance of leadership.In addition, in recognition of the increased attention to follower-centered approaches to leadership that Jim helped inspire, we offer a n…
A Short Version of the Occupational Self-Efficacy Scale
Occupational self-efficacy is an important resource for individuals in organizations. To be able to compare the occupational self-efficacy of employees across different countries, equivalent versions of the standard instruments need to be made available in different languages. In this article, the authors report on the structural and construct validity of an instrument that assesses occupational self-efficacy across five countries (Germany, Swede…
Why the Brewery Ran Out of Beer
According to Heider (1958 ), observers tend to discount situational factors and overemphasize the internal characteristics of the actor when making causal attributions. Specifically, in an organizational setting, leadership perceptions of followers may be influenced by the fundamental attribution error. Accordingly, followers may be more likely to attribute leader mistakes to internal factors. However, we suggest that this tendency may be modifie…
How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories
Our research examines the role of followers in unethical leadership. Drawing on a social–cognitive approach to leadership and recent research in the field of behavioral ethics, we focus on how leader behavior and follower information processing interact to produce unethical outcomes. In two experimental studies simulating a personnel selection context, we examine to what extent individual implicit assumptions regarding the follower role (i.e., im…
Does thinking of myself as leader make me want to lead? The role of congruence in self-theories and implicit leadership theories in motivation to lead
Do you remember? Rater memory systems and leadership measurement
A Multi‐Level Approach to Direct and Indirect Relationships between Organizational Voice Climate, Team Manager Openness, Implicit Voice Theories, and Silence
Employee silence impedes sustainable organizational development, and it can conceal harm for internal and external stakeholders. Established approaches to overcoming silence in organizations draw on the assumption that employees withhold their views based on deliberate elaborations on the effectiveness and risks they associate with voice. Our research aims at complementing these approaches. Applying an information processing approach to culture a…
The romance of leadership
When Your Leader Just Does Not Make Any Sense
The Dark Side of Leader Narcissism
Narcissists often attain leadership positions, but at the same time do not care for others and often engage in unethical behaviors. We therefore explored the role of leader narcissism as an antecedent of abusive supervision, a form of unethical leadership. We based our study on the narcissistic admiration and rivalry concept (NARC) and proposed a direct positive effect of leaders’ narcissistic rivalry—the maladaptive narcissism dimension—on abusi…
Is someone looking over my shoulder? An investigation into supervisor monitoring variability, Subordinates' daily felt trust, and well‐being
Remote working has become the new norm in organizations. However, little is known about how supervisors' monitoring affects their relationships with subordinates in remote work settings. Our research aims to enhance the understanding of the daily dynamics of monitoring and trust between supervisors and subordinates. Based on self‐determination theory, we propose a multilevel theoretical model predicting that supervisors' daily monitoring affects …
Triggered Abuse
Previous research has shown that leaders’ narcissistic rivalry is positively associated with abusive supervision. However, it remains unclear when and how leaders high in narcissistic rivalry show abusive supervision. Building on trait activation theory and the Narcissistic Admiration and Rivalry Concept (NARC), we assumed that leaders high in narcissistic rivalry particularly show abusive supervision in reaction to follower workplace deviance du…
When Vulnerable Narcissists Take the Lead
Research to date provides only limited insights into the processes of abusive supervision, a form of unethical leadership. Leaders’ vulnerable narcissism is important to consider, as, according to the trifurcated model of narcissism, it combines entitlement with antagonism, which likely triggers cognitive and affective processes that link leaders’ vulnerable narcissism and abusive supervision. Building on conceptualizations of aggression as a sel…
Psychology (20 works) · Social Psychology (19 works) · Job Satisfaction and Organizational Behavior (14 works) · Social Psychology (8 works) · Political science (7 works) · Attribution (5 works) · Computer Science (5 works) · Gender Diversity and Inequality (5 works) · Public relations (5 works) · Social and Intergroup Psychology (5 works)