Chair of Business Psychology and Leadership
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Organizational purpose
(2022)
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.
This dissertation aims to contribute to a better theoretical understanding of common good orientation in an organizational context, its measurability, and effects on an individual, organizational and social level. Specifically, this dissertation theoretically discusses and empirically tests what common good orientation encompasses in an organizational context, why it is valuable for individuals, organizations and societies alike, as well how it could be implemented in organizational leadership practices. While building on the findings of Meynhardt's (2009, 2015) Public Value research, this dissertation mainly seeks to lay the empirical and theoretical foundations surrounding the hitherto poorly researched concept of Organizational Purpose. Despite the popularity of organizational purpose, no agreement has yet been reached on the definition of the construct, which has hampered further theoretical development and empirical testing. This cumulative dissertation consists of three empirical papers and an introductory conceptual paper.
Herausforderungen annehmen
(2022)
Internal freedom
(2022)
Organizational purpose has recently gained great popularity in research and practice. However, the development of this nascent research field has struggled with definitional ambiguity, the lack of a measurement instrument and little empirical testing of potential outcomes. In our paper, we first introduce and define the multidimensional construct of perceived organizational purpose, which sheds light on the individual and subjective experiences of organizational purpose. Second, building on our construct definition, we develop and validate a four-dimensional Perceived Organizational Purpose Scale. Third, we disentangle the related yet differentiated concepts of perceived organizational purpose and meaningful work and theorize how substantial knowledge in the field of meaningful work can be transferred to the relatively new and untested field of perceived organizational purpose. Fourth, we critically elaborate and empirically test the relationship of perceived organizational purpose with employee job satisfaction, subjective wellbeing and work-life conflict.
Public value has proven itself as an insightful concept through which to better understand, assess, and guide the contributions of public organizations to the common good. Corresponding to the increasing awareness that private organizations, too, bear considerable responsibility for society, the concept of public value has recently also been applied in the private sector. Following two additional current directions of public value research, i.e., shifting from a static assessment of public value to more process-oriented research, and providing incremental empirical support for previous conceptual research, this dissertation examines public value creation as a nonmarket strategy for the private sector. Therein, a framework text contextualizes three empirical papers within the nonmarket strategy framework of Mellahi et al. (2016) and its adaptation by Frynas and Yamahaki (2016). Drawing from Meynhardt's (2009, 2015) public value conceptualization, initial empirical evidence is provided to shine a light on why and how private organizations may strategically create public value. Addressing Moore's (1995) guiding questions for public value creation strategies and highlighting both the limitations of this work and the avenues for future research that arise from them, the present dissertation offers an orientation for future research on public value creation in the private sector.
This study explores the relationship between an entrepreneur's age and his/her social value creation goals. Building on the lifespan developmental psychology literature and institutional theory, we hypothesize a U-shaped relationship between entrepreneurs’ age and their choice to create social value through their ventures, such that younger and older entrepreneurs create more social value with their businesses while middle age entrepreneurs are relatively more economically and less socially oriented with their ventures. We further hypothesize that the quality of a country’s formal institutions in terms of economic, social, and political freedom steepen the U-shaped relationship between entrepreneurs’ age and their choice to pursue social value creation as supportive institutional environments allow entrepreneurs to follow their age-based preferences. We confirm our predictions using multilevel mixed-effects linear regressions on a sample of over 15,000 entrepreneurs (aged between 18 and 64 years) in 45 countries from Global Entrepreneurship Monitor data. The findings are robust to several alternative specifications. Based on our findings, we discuss implications for theory and practice, and we propose future research directions.
Trendumfrage
(2021)
"Zweiklassengesellschaft"
(2021)
Gemeinwohl gewinnt
(2021)
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.
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.
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).
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.
Interview
(2021)