Henrico Van Roekel
Biographic Data
| ID | 4426022 |
|---|---|
| NAME | Henrico Van Roekel |
| GIVEN NAMES | Henrico |
| FAMILY NAME | Van Roekel |
| SIGNATURE | VAN ROEKEL H |
| AFFILIATIONS | Utrecht University |
| ORCID | 0000-0002-7179-2741 |
| VERIFIED | Yes |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 7 |
| AUTHOR COUNT | 9 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2020 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 2 |
Still “A Man's World”? Gendered Leadership Stereotypes in a Female-Dominated Public Sector
Being a ‘good manager’ has traditionally been associated with agentic traits creating barriers for women in leadership. More recent research suggests a growing appreciation for communal leadership characteristics, yet these findings stem from business settings and rarely consider differences across managerial levels. This study addresses these gaps by investigating what constitutes a ‘good manager’ in the female-dominated healthcare sector and ho…
Activating employees’ motivation to increase intentions to report wrongdoings
Public servants are frequently confronted with unethical behaviour. Research shows intentions to report wrongdoings are increased by activating public service motivation (PSM). We study whether public servants display different reactions to different wrongdoers and whether intentions are also affected by prosocial motivation (PM). We employed a survey experiment on 11,728 healthcare workers. The results show activating PSM or PM increase intentio…
Empowering leadership in crisis
Existing research suggests that empowering leadership enhances employee well-being, but context-specific empirical studies in the public sector remain scarce. We investigated whether this positive impact persists during a public health crisis. To test this, we conducted a natural experiment, utilizing a longitudinal survey of healthcare employees and administrative data on geographical variance in hospitalization rates during a public health cris…
Digital transformation leadership
What is work engagement? A text mining approach using employees' self‐narratives
We introduce text mining to study work engagement by using this method to classify employees' survey‐based self‐narratives into high or low work engagement and analyzing the text features that contribute to the classification. We used two samples, representing the 2020 and 2021 waves of an annual survey among healthcare employees. In the first study, we used exploratory sample 1 ( N = 5591) to explore which text features explain work engagement (…
Examining employee willingness to execute shared leadership
Shared leadership refers to a post-heroic conceptualization of leadership dispersed among employees. Studies on shared leadership in teams show its emergence depends highly on team and formal team leader characteristics, but employees’ own voice is remarkably absent: we know little about how employees individually consider how they would want to execute shared leadership. Taking a bottom-up perspective, this study presents a large-scale conjoint …
Nudges can be both autonomy-preserving and effective
Nudges are widely employed tools within organizations, but they are often criticized for harming autonomy and for being ineffective. We assess these two criticisms simultaneously: can nudges be both autonomy-preserving and effective in changing behavior? We developed three nudges – an opinion leader nudge, a rule-of-thumb and self-nudges – to reduce a particularly sticky behavior: email use. In a survey experiment of 4,112 healthcare employees, w…
Improving hand hygiene in hospitals
Nudging has become a well-known policy practice. Recently, ‘boosting’ has been suggested as an alternative to nudging. In contrast to nudges, boosts aim to empower individuals to exert their own agency to make decisions. This article is one of the first to compare a nudging and a boosting intervention, and it does so in a critical field setting: hand hygiene compliance of hospital nurses. During a 4-week quasi-experiment, we tested the effect of …
Teacher leadership
Nudges can be both autonomy-preserving and effective
Nudges are widely employed tools within organizations, but they are often criticized for harming autonomy and for being ineffective. We assess these two criticisms simultaneously: can nudges be both autonomy-preserving and effective in changing behavior? We developed three nudges – an opinion leader nudge, a rule-of-thumb and self-nudges – to reduce a particularly sticky behavior: email use. In a survey experiment of 4,112 healthcare employees, w…
Examining employee willingness to execute shared leadership
Shared leadership refers to a post-heroic conceptualization of leadership dispersed among employees. Studies on shared leadership in teams show its emergence depends highly on team and formal team leader characteristics, but employees’ own voice is remarkably absent: we know little about how employees individually consider how they would want to execute shared leadership. Taking a bottom-up perspective, this study presents a large-scale conjoint …
Improving hand hygiene in hospitals
Nudging has become a well-known policy practice. Recently, ‘boosting’ has been suggested as an alternative to nudging. In contrast to nudges, boosts aim to empower individuals to exert their own agency to make decisions. This article is one of the first to compare a nudging and a boosting intervention, and it does so in a critical field setting: hand hygiene compliance of hospital nurses. During a 4-week quasi-experiment, we tested the effect of …
Teacher leadership
Improving hand hygiene in hospitals
Nudging has become a well-known policy practice. Recently, ‘boosting’ has been suggested as an alternative to nudging. In contrast to nudges, boosts aim to empower individuals to exert their own agency to make decisions. This article is one of the first to compare a nudging and a boosting intervention, and it does so in a critical field setting: hand hygiene compliance of hospital nurses. During a 4-week quasi-experiment, we tested the effect of …
Examining employee willingness to execute shared leadership
Shared leadership refers to a post-heroic conceptualization of leadership dispersed among employees. Studies on shared leadership in teams show its emergence depends highly on team and formal team leader characteristics, but employees’ own voice is remarkably absent: we know little about how employees individually consider how they would want to execute shared leadership. Taking a bottom-up perspective, this study presents a large-scale conjoint …
Nudges can be both autonomy-preserving and effective
Nudges are widely employed tools within organizations, but they are often criticized for harming autonomy and for being ineffective. We assess these two criticisms simultaneously: can nudges be both autonomy-preserving and effective in changing behavior? We developed three nudges – an opinion leader nudge, a rule-of-thumb and self-nudges – to reduce a particularly sticky behavior: email use. In a survey experiment of 4,112 healthcare employees, w…
What is work engagement? A text mining approach using employees' self‐narratives
We introduce text mining to study work engagement by using this method to classify employees' survey‐based self‐narratives into high or low work engagement and analyzing the text features that contribute to the classification. We used two samples, representing the 2020 and 2021 waves of an annual survey among healthcare employees. In the first study, we used exploratory sample 1 ( N = 5591) to explore which text features explain work engagement (…
Activating employees’ motivation to increase intentions to report wrongdoings
Public servants are frequently confronted with unethical behaviour. Research shows intentions to report wrongdoings are increased by activating public service motivation (PSM). We study whether public servants display different reactions to different wrongdoers and whether intentions are also affected by prosocial motivation (PM). We employed a survey experiment on 11,728 healthcare workers. The results show activating PSM or PM increase intentio…
Empowering leadership in crisis
Existing research suggests that empowering leadership enhances employee well-being, but context-specific empirical studies in the public sector remain scarce. We investigated whether this positive impact persists during a public health crisis. To test this, we conducted a natural experiment, utilizing a longitudinal survey of healthcare employees and administrative data on geographical variance in hospitalization rates during a public health cris…
Digital transformation leadership
Still “A Man's World”? Gendered Leadership Stereotypes in a Female-Dominated Public Sector
Being a ‘good manager’ has traditionally been associated with agentic traits creating barriers for women in leadership. More recent research suggests a growing appreciation for communal leadership characteristics, yet these findings stem from business settings and rarely consider differences across managerial levels. This study addresses these gaps by investigating what constitutes a ‘good manager’ in the female-dominated healthcare sector and ho…
Job Satisfaction and Organizational Behavior (5 works) · Psychology (5 works) · Social Psychology (5 works) · Political science (4 works) · Public relations (3 works) · Social Psychology (3 works) · Business (2 works) · Computer Science (2 works) · Experimental Behavioral Economics Studies (2 works) · Gender Diversity and Inequality (2 works)