Sebastian C Schuh
Biographic Data
| ID | 5526544 |
|---|---|
| NAME | Sebastian C Schuh |
| GIVEN NAMES | Sebastian C |
| FAMILY NAME | Schuh |
| SIGNATURE | SCHUH S C |
| AFFILIATIONS | China Europe International Business School |
| ORCID | 0000-0003-0419-1740 |
| VERIFIED | Yes |
| TOTAL WORKS | 13 |
| TOTAL CITATIONS | 32 |
| WORKS AS AUTHOR | 13 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2012 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 4 |
Family Paths Towards Abusive or Benevolent Supervision
The value of leaders we trust and leaders who make us stronger
This study investigates the critical role of social identity in leadership, specifically examining identity leadership (IL) and the unique contributions of its four subdimensions: identity prototypicality, identity advancement, identity entrepreneurship, and identity impresarioship. To date, research has largely focused on the global construct of identity leadership and shown that in organizational contexts, it is a predictor of a range of outcom…
Toward Understanding Employees 'Responses to Leaders' Unethical Pro-organizational Behavior
Ramifications of leaders' unethical pro‐organizational behavior on employees
Although leaders' unethical pro‐organizational behavior (UPB) have been identified as one of the key drivers of employees' unethical actions in organizations, our understanding of when and why leader UPB unfolds these adverse effects is still at an early stage. By integrating social cognitive theory with the literature on ethical mindset, the present research sheds light on the cognitive processes and boundary conditions that underpin the effects…
Innovation across cultures
Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships betwe…
A leader in need is a leader indeed? The influence of leaders' stress mindset on their perception of employee well‐being and their intended leadership behavior
The ability to respond appropriately to employees' work‐related well‐being requires leaders to pay attention to their employees' well‐being in the first place. We propose that leaders' stress mindset, that is, the belief that stress is enhancing versus debilitating, may bias their perception of employees' well‐being. We further propose that this judgment then influences leaders' intention to engage in or refrain from health‐oriented leadership be…
Identity Leadership, Employee Burnout and the Mediating Role of Team Identification
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD)…
Procedural justice enactment as an instrument of position protection
Studies have started to examine factors that explain when and why leaders enact procedural justice. However, these studies have not considered the idea that justice enactment can be a self‐serving instrument for leaders. In this paper, we propose a threat‐based tripartite model of procedural justice enactment . Specifically, we examine how leaders in unstable (vs. stable) power positions combine information from the two fundamental dimensions of …
A Meta-Analytic Review of Social Identification and Health in Organizational Contexts
We provide a meta-analytical review examining two decades of work on the relationship between individuals’ social identifications and health in organizations (102 effect sizes, k = 58, N = 19,799). Results reveal a mean-weighted positive association between organizational identification and health ( r = .21, T = .14). Analysis identified a positive relationship for both workgroup ( r = .21) and organizational identification ( r = .21), and in stu…
Are two cynics better than one? Toward understanding effects of leader-follower (in-)congruence in social cynicism
Prior research suggests that leaders' social cynicism can undermine important follower outcomes such as followers' motivation and performance. However, these studies have exclusively focused on leaders' social cynicism and neglected that followers' views on the social world might also influence the leadership process. On the basis of theories of social beliefs and person–supervisor fit, we offer an integrative perspective and predict that it is t…
Mixed feelings, mixed blessing? How ambivalence in organizational identification relates to employees’ regulatory focus and citizenship behaviors
Recent conceptual work suggests that the sense of identity that employees develop vis-a-vis their organization goes beyond the traditional notion of organizational identification and can also involve conflicting impulses represented by ambivalent identification. In this study, we seek to advance this perspective on identification by proposing and empirically examining important antecedents and consequences. In line with our hypotheses, an experim…
Of the group’ and ‘for the group’
Previous research has focused on the importance of leaders being seen to be of the group (i.e. to be prototypical of a group) but less on the impact of leaders' own degree of identification with the group. Also, little is known about the combined impact of leader prototypicality and leader identification on followers' responses. This paper reports two studies that address these lacunae. Study 1 shows experimentally that perceived leader identific…
How do transformational leaders foster positive employee outcomes? A self‐determination‐based analysis of employees' needs as mediating links
Although followers' needs are a central aspect of transformational leadership theory, little is known about their role as mediating mechanisms for this leadership style. The present research thus seeks to integrate and extend theorizing on transformational leadership and self‐determination. In particular, we propose that the satisfaction of followers' basic needs (autonomy, competence, and relatedness) mediates the relationship between transforma…
Of the group’ and ‘for the group’
Previous research has focused on the importance of leaders being seen to be of the group (i.e. to be prototypical of a group) but less on the impact of leaders' own degree of identification with the group. Also, little is known about the combined impact of leader prototypicality and leader identification on followers' responses. This paper reports two studies that address these lacunae. Study 1 shows experimentally that perceived leader identific…
How do transformational leaders foster positive employee outcomes? A self‐determination‐based analysis of employees' needs as mediating links
Although followers' needs are a central aspect of transformational leadership theory, little is known about their role as mediating mechanisms for this leadership style. The present research thus seeks to integrate and extend theorizing on transformational leadership and self‐determination. In particular, we propose that the satisfaction of followers' basic needs (autonomy, competence, and relatedness) mediates the relationship between transforma…
Mixed feelings, mixed blessing? How ambivalence in organizational identification relates to employees’ regulatory focus and citizenship behaviors
Recent conceptual work suggests that the sense of identity that employees develop vis-a-vis their organization goes beyond the traditional notion of organizational identification and can also involve conflicting impulses represented by ambivalent identification. In this study, we seek to advance this perspective on identification by proposing and empirically examining important antecedents and consequences. In line with our hypotheses, an experim…
Are two cynics better than one? Toward understanding effects of leader-follower (in-)congruence in social cynicism
Prior research suggests that leaders' social cynicism can undermine important follower outcomes such as followers' motivation and performance. However, these studies have exclusively focused on leaders' social cynicism and neglected that followers' views on the social world might also influence the leadership process. On the basis of theories of social beliefs and person–supervisor fit, we offer an integrative perspective and predict that it is t…
Ramifications of leaders' unethical pro‐organizational behavior on employees
Although leaders' unethical pro‐organizational behavior (UPB) have been identified as one of the key drivers of employees' unethical actions in organizations, our understanding of when and why leader UPB unfolds these adverse effects is still at an early stage. By integrating social cognitive theory with the literature on ethical mindset, the present research sheds light on the cognitive processes and boundary conditions that underpin the effects…
Procedural justice enactment as an instrument of position protection
Studies have started to examine factors that explain when and why leaders enact procedural justice. However, these studies have not considered the idea that justice enactment can be a self‐serving instrument for leaders. In this paper, we propose a threat‐based tripartite model of procedural justice enactment . Specifically, we examine how leaders in unstable (vs. stable) power positions combine information from the two fundamental dimensions of …
How do transformational leaders foster positive employee outcomes? A self‐determination‐based analysis of employees' needs as mediating links
Although followers' needs are a central aspect of transformational leadership theory, little is known about their role as mediating mechanisms for this leadership style. The present research thus seeks to integrate and extend theorizing on transformational leadership and self‐determination. In particular, we propose that the satisfaction of followers' basic needs (autonomy, competence, and relatedness) mediates the relationship between transforma…
Of the group’ and ‘for the group’
Previous research has focused on the importance of leaders being seen to be of the group (i.e. to be prototypical of a group) but less on the impact of leaders' own degree of identification with the group. Also, little is known about the combined impact of leader prototypicality and leader identification on followers' responses. This paper reports two studies that address these lacunae. Study 1 shows experimentally that perceived leader identific…
Mixed feelings, mixed blessing? How ambivalence in organizational identification relates to employees’ regulatory focus and citizenship behaviors
Recent conceptual work suggests that the sense of identity that employees develop vis-a-vis their organization goes beyond the traditional notion of organizational identification and can also involve conflicting impulses represented by ambivalent identification. In this study, we seek to advance this perspective on identification by proposing and empirically examining important antecedents and consequences. In line with our hypotheses, an experim…
A Meta-Analytic Review of Social Identification and Health in Organizational Contexts
We provide a meta-analytical review examining two decades of work on the relationship between individuals’ social identifications and health in organizations (102 effect sizes, k = 58, N = 19,799). Results reveal a mean-weighted positive association between organizational identification and health ( r = .21, T = .14). Analysis identified a positive relationship for both workgroup ( r = .21) and organizational identification ( r = .21), and in stu…
Are two cynics better than one? Toward understanding effects of leader-follower (in-)congruence in social cynicism
Prior research suggests that leaders' social cynicism can undermine important follower outcomes such as followers' motivation and performance. However, these studies have exclusively focused on leaders' social cynicism and neglected that followers' views on the social world might also influence the leadership process. On the basis of theories of social beliefs and person–supervisor fit, we offer an integrative perspective and predict that it is t…
Procedural justice enactment as an instrument of position protection
Studies have started to examine factors that explain when and why leaders enact procedural justice. However, these studies have not considered the idea that justice enactment can be a self‐serving instrument for leaders. In this paper, we propose a threat‐based tripartite model of procedural justice enactment . Specifically, we examine how leaders in unstable (vs. stable) power positions combine information from the two fundamental dimensions of …
Identity Leadership, Employee Burnout and the Mediating Role of Team Identification
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD)…
A leader in need is a leader indeed? The influence of leaders' stress mindset on their perception of employee well‐being and their intended leadership behavior
The ability to respond appropriately to employees' work‐related well‐being requires leaders to pay attention to their employees' well‐being in the first place. We propose that leaders' stress mindset, that is, the belief that stress is enhancing versus debilitating, may bias their perception of employees' well‐being. We further propose that this judgment then influences leaders' intention to engage in or refrain from health‐oriented leadership be…
Innovation across cultures
Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships betwe…
Toward Understanding Employees 'Responses to Leaders' Unethical Pro-organizational Behavior
Ramifications of leaders' unethical pro‐organizational behavior on employees
Although leaders' unethical pro‐organizational behavior (UPB) have been identified as one of the key drivers of employees' unethical actions in organizations, our understanding of when and why leader UPB unfolds these adverse effects is still at an early stage. By integrating social cognitive theory with the literature on ethical mindset, the present research sheds light on the cognitive processes and boundary conditions that underpin the effects…
The value of leaders we trust and leaders who make us stronger
This study investigates the critical role of social identity in leadership, specifically examining identity leadership (IL) and the unique contributions of its four subdimensions: identity prototypicality, identity advancement, identity entrepreneurship, and identity impresarioship. To date, research has largely focused on the global construct of identity leadership and shown that in organizational contexts, it is a predictor of a range of outcom…
Family Paths Towards Abusive or Benevolent Supervision
Psychology (13 works) · Social Psychology (13 works) · Political science (11 works) · Job Satisfaction and Organizational Behavior (10 works) · Social Psychology (7 works) · Cultural Differences and Values (6 works) · Public relations (5 works) · Social group (5 works) · Social identity theory (5 works) · Perception (4 works)