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The Leipzig Leadership Model
(2023)
The Leipzig Leadership Model (LLM) connects theory and practice. Building on actor-world relations and insights from motivational psychology (actor-action relations), the LLM proposes a holistic framework able to integrate the existing plethora of leadership theories and styles. This opens up a new perspective on a comprehensive understanding of leadership roles. With its four leadership orientation dimensions of purpose, entrepreneurial spirit, responsibility, and effectiveness, the LLM enables leaders to identify and reflect on relevant leadership competencies. In order to facilitate future research on the LLM and its dimensions, we report on two studies that are developing and validating a 32-item LLM-based scale. We applied oblique bifactor target rotation in a bifactor Exploratory Structural Equation Model within CFA approach in a German sample (N = 309) with robust WLSMV-estimates to fit an LLM-based model to the data. The results suggest a good fit. Furthermore, as ECV, PUC and ARPB support the multidimensional nature of the scale, we report the appropriate bifactor statistical indices. After parallel back translation, an English version of the scale was tested in a second sample (N = 311) to replicate our earlier findings. This study facilitates future empirical research by providing a concise and integrative self-rating measure of leadership orientations. We further strengthen the scientific foundation of the LLM by empirically testing its conceptually developed four-factor structure. The scale provides a starting point for further research into leadership orientations (also as standalone subscales), and offers an applicable guideline for self-reflection and decision-making.
Badekultur in Krisenzeiten
(2022)
Prof. Dr. Timo Meynhardt ist auch 2022 wieder Vorsitzender der Jury des Public Value Awards für das öffentliche Bad der DGfdB. Er blickt zurück auf die bisherigen Wettbewerbe zum Gemeinwohlbeitrag der öffentlichen Bäder, hebt dabei aber die besonderen Herausforderungen der Hallen- und Freibäder in der Pandemiezeit hervor – deren kreative Bewältigung auch, aber nicht nur in die Bewerbung um den jetzt ausgelobten Public Value Award für das öffentliche Bad einfließt.
Innere Freiheit
(2022)
Public Value
(2022)
Public value (PV) signifies an organization’s subjectively relevant contribution (positive or negative) toward the common good. It describes the quality of the relationship between an individual and this individual’s own image of society. Whether something subjectively holds PV is therefore dynamic in nature. Consequentially, PV cannot be actively created in a deterministic sense (by an organization, e.g.), as it originates only in the evaluating individual. According to the public value theory (Meynhardt, 2008, 2009, 2015; Meynhardt et al., 2016), what is valued is determined by the subjective fulfillment of four basic needs: (1) gaining control and coherence over one’s conceptual system, (2) positive relationships, (3) maximizing pleasure and avoiding pain, and (4) positive self-evaluation.
Public value at cross points
(2022)
A commonly held assumption is that public service motivation (PSM) positively affects individuals’ attraction to government, but there are also private and nonprofit organizations that are beneficial to the common good. Therefore, the goal of this study is to shed light on an understudied topic in Public Administration, namely, how the public value of public, private, and nonprofit organizations affects their attractiveness to citizens and how PSM moderates this relationship. We find that employer attractiveness is strongly influenced by organizations’ public value regardless sectoral affiliation. This attribution of public value interacts with citizens’ PSM. For high-PSM individuals, the relationship between public value and attractiveness is stronger than for low-PSM individuals. Furthermore, high PSM exercises an asymmetric effect, punishing organizations with low public value more strongly in the private sector. These results highlight important implications for HR practitioners in all three sectors seeking to attract and retain highly motivated employees.
Internal freedom
(2022)
Herausforderungen annehmen
(2022)
This research examines the shift from pay secrecy to transparency and seeks to improve the understanding of previously unrecognized negative consequences on job satisfaction. Drawing on undermet expectations research, we propose that shifting toward pay transparency decreases job satisfaction among employees who encounter negative discrepancies between expected and revealed pay standing (undermet pay standing expectations). Using data from field and experimental studies, we tested our hypotheses that episodic envy mediates the effect of undermet pay standing expectations on job satisfaction and that this indirect effect is moderated by victim sensitivity. Study 1 results suggest that undermet pay standing expectations lead to the predicted decrease in job satisfaction through episodic envy. In Study 2, we surveyed employees of a technology company before and after their shift to pay transparency and found partial support for our hypotheses, suggesting that episodic envy mediates the negative effects of undermet pay standing expectations on job satisfaction only for those low in victim sensitivity. Study 3 supported our overall model by illustrating that low victim sensitivity strengthened the negative indirect effects of undermet pay standing expectations on job satisfaction via episodic envy in an experimental study. We then discuss the implications for theory and practice.
Engagement at a higher level
(2022)
We investigate whether an organization’s social contribution is associated with positive consequences for both the organization and its employees by building on the growing body of research that aims to bridge the gap between micro-level and macro-level phenomena. Specifically, we theorize and empirically show that public value can increase the engagement of employees, while employee engagement mediates the effect of public value on job satisfaction, affective commitment, life satisfaction, and intention to quit. To test our hypotheses, we conduct a large-scale representative online survey (N = 1383). We use organizational public value as a comprehensive conceptualization of the social contribution of organizations and measure employee engagement by creating and validating a German-language version of Shuck et al.'s (2017a) employee engagement scale. Our findings indicate that both external and internal benefits for the organization and its employees may need to be considered when an organization decides on how to balance or integrate profit and social contribution. Additionally, we demonstrate that the experiences of employees regarding not only their work role but also their role as members of their organization, i.e., their perception of their organization’s public value, are relevant for a more comprehensive understanding of what affects and engages employees.
The sharing economy is attracting increasing research attention. However, scholarly knowledge lacks understanding about the individuals who are the key players in this emerging phenomenon. This study uses an explorative approach to investigate the individual-level characteristics of sharing economy users and providers. We analyze a sample of 1170 respondents and reveal that socio-demographics (gender, age, and education), personality traits (Extraversion, Neuroticism, and Conscientiousness), and attitudes (interdependent self, materialism, sharing economy support, and perceived public value contributions) are significantly associated with people's activities in the sharing economy. Our results shed new lights into the academic debate about individual drivers of the sharing economy.
Gute Führung bemisst sich - wir hatten es manchmal vergessen - an einer Haltung, in deren Zentrum der Mensch und die Auswirkungen des eigenen Handelns auf das grössere Ganze stehen. Nicht Macht, Wissen oder Status definieren die Führungsleistung, sondern der Wertbeitrag, den eine Führungskraft in den Augen anderer für andere stiftet. Das ist einer der Kerngedanken des Leipziger Führungsmodells (LFM).
Public Value
(2021)
Medienorganisationen – insbesondere öffentlich-rechtliche – haben eine hervorgehobene gesellschaftliche Funktion zu erfüllen. Wir stellen hier eine bedürfnisorientierte Public Value-Theorie vor (Meynhardt 2008; 2009), die den Public Value einer Organisation als ihren Beitrag zum Gemeinwohl versteht und auf Basis menschlicher Grundbedürfnisse definiert. Damit ließe sich der gesellschaftliche Wertbeitrag als eine Ziel- und Steuerungsgröße integrieren.
Purpose Controlling
(2021)
Mit dem GemeinwohlAtlas und der Public Value Scorecard stehen neue Instrumente für ein Purpose Controlling zur Verfügung. In Erweiterung der Balanced Scorecard kann damit die gesellschaftliche Wirkung von Projekten, Initiativen und dem Unternehmen insgesamt messbar gemacht werden. Diese Weiterentwicklung ermöglicht die gezielte Einbindung psychologischer und soziologischer Perspektiven in die Controlling-Funktion, die nicht zuletzt durch die Purpose-Diskussion auch im Controlling zunehmend an Bedeutung gewinnen.
Interview
(2021)
"Zweiklassengesellschaft"
(2021)
Trendumfrage
(2021)
Gemeinwohl gewinnt
(2021)