Defining Respectful Leadership: What It Is, How It Can Be Measured, and Another Glimpse at What It Is Related to

By Niels Van Quaquebeke, Tilman Eckloff. 2009

166 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/062d3a673c8902564f5ffe0ef90f88c1052b881a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Fabiola H. Gerpott
2. Anne Burmeister
3. Ulrike Fasbender
4. S. Grover
5. Niels Van Quaquebeke
6. Felix C. Brodbeck
7. Blake E. Ashforth
8. D. van Knippenberg

In Organizational Behavior and Human Resource Management

1. Fabiola H. Gerpott
2. Blake E. Ashforth
3. Niels Van Quaquebeke
4. Kristie M. Rogers
5. Ulrike Fasbender
6. Anne Burmeister
7. Felix C. Brodbeck
8. D. van Knippenberg

In Social Psychology

1. Fabiola H. Gerpott
2. Niels Van Quaquebeke
3. Blake E. Ashforth
4. D. van Knippenberg
5. Ulrike Fasbender
6. Anne Burmeister
7. Kristie M. Rogers
8. Felix C. Brodbeck

Citations in the corpus

• Mere listening effect on creativity and the mediating role of psychological safety. (2018, background): “For example, listening has been listed as part of supervisors’ soft skills (Alvesson & Sveningsson, 2003; Marques, 2013) and as a central part of respectful behaviors (Van Quaquebeke & Eckloff, 2010; Van Quaquebeke & Felps, 2016).”
• Respect in Organizations: Feeling Valued as “We” and “Me” (2017, background): “Yet, despite the reported importance of respect, van Quaquebeke and Eckloff (2010) found a disconnect between employees’ desired respect and the respect they report actually receiving at work.”
• Unraveling respect in organization studies (2014, background): “The construct of respect requires clearer definition and modeling, even though respect has emerged recently in the management literature (Clarke, 2011; De Cremer and Tyler, 2005; Van Quaquebeke and Eckloff, 2010; Van Quaquebeke et al., 2009).”
• More than meets the eye: The role of subordinates' self-perceptions in leader categorization processes☆ (2011, background): “…stemmed from a content analysis of qualitative interviews with employees about their experiences with leaders and captures the extent to which subordinates respect their leader and voluntarily accept and seek his/her leadership (van Quaquebeke & Brodbeck, 2008; van Quaquebeke & Eckloff, 2010).”
• Respectful leadership and followers’ knowledge sharing: A social mindfulness lens (2020, methodology): “Respectful leaders regularly express their empathy for others, and care about reacting appropriately to special incidents happening in a followers’ private life (Van Quaquebeke and Eckloff, 2010).”