Claudia Buengeler
Biographic Data
| ID | 4467872 |
|---|---|
| NAME | Claudia Buengeler |
| GIVEN NAMES | Claudia |
| FAMILY NAME | Buengeler |
| SIGNATURE | BUENGELER C |
| AFFILIATIONS | Amsterdam Business School University of Amsterdam Amsterdam The Netherlands |
| ORCID | 0000-0003-1276-2232 |
| VERIFIED | Yes |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 11 |
| AUTHOR COUNT | 4 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2016 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
The Double‐Edged Sword of Servant Leadership
Research on the effects of servant leadership on firm success has yielded inconsistent results. Connecting servant leadership theory to achievement goal theory, we theorize that servant leadership exerts both beneficial and detrimental effects on firms by shaping two distinct motivational climates: mastery climate and performance climate. These climates, in turn, serve as mechanisms linking servant leadership to two complementary dimensions of fi…
Too young to lead? Role incongruity explains age bias against young leaders
Wo∼Men and Leadership
Feminist thinking has contributed to changing views of women in society and in leadership positions. Yet women are still underrepresented in leadership, especially in key roles and at higher organizational ranks. In this commentary we examine the past, present, and future of leadership theories through a gendered lens, by considering them against the backdrop of feminist theory evolution. We first organize existing leadership theories according t…
The challenge of being a young manager
Effective leadership requires a leader claiming as well as team members granting the leadership position. Contingent reward and participative leadership may both facilitate this mutual process. However, these behaviors differ in the degree to which they require a leader to have status and be prototypical. Their effectiveness might thus depend on the status‐related characteristics of the leader. In this respect, we propose that younger leaders, by…
The challenge of being a young manager
Effective leadership requires a leader claiming as well as team members granting the leadership position. Contingent reward and participative leadership may both facilitate this mutual process. However, these behaviors differ in the degree to which they require a leader to have status and be prototypical. Their effectiveness might thus depend on the status‐related characteristics of the leader. In this respect, we propose that younger leaders, by…
Wo∼Men and Leadership
Feminist thinking has contributed to changing views of women in society and in leadership positions. Yet women are still underrepresented in leadership, especially in key roles and at higher organizational ranks. In this commentary we examine the past, present, and future of leadership theories through a gendered lens, by considering them against the backdrop of feminist theory evolution. We first organize existing leadership theories according t…
The challenge of being a young manager
Effective leadership requires a leader claiming as well as team members granting the leadership position. Contingent reward and participative leadership may both facilitate this mutual process. However, these behaviors differ in the degree to which they require a leader to have status and be prototypical. Their effectiveness might thus depend on the status‐related characteristics of the leader. In this respect, we propose that younger leaders, by…
Wo∼Men and Leadership
Feminist thinking has contributed to changing views of women in society and in leadership positions. Yet women are still underrepresented in leadership, especially in key roles and at higher organizational ranks. In this commentary we examine the past, present, and future of leadership theories through a gendered lens, by considering them against the backdrop of feminist theory evolution. We first organize existing leadership theories according t…
Too young to lead? Role incongruity explains age bias against young leaders
The Double‐Edged Sword of Servant Leadership
Research on the effects of servant leadership on firm success has yielded inconsistent results. Connecting servant leadership theory to achievement goal theory, we theorize that servant leadership exerts both beneficial and detrimental effects on firms by shaping two distinct motivational climates: mastery climate and performance climate. These climates, in turn, serve as mechanisms linking servant leadership to two complementary dimensions of fi…
Gender Diversity and Inequality (3 works) · Job Satisfaction and Organizational Behavior (2 works) · Psychology (2 works) · Social Psychology (2 works) · Aging and Gerontology Research (1 work) · Autonomy (1 work) · Biology (1 work) · Business (1 work) · Control (management (1 work) · Developmental psychology (1 work)