The Champions League effect – It’s a myth that only a tough leadership style generates top performance (In Dutch) (Annebel De Hoogh)

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Decuypere, A., & Pircher Verdorfer, A. (2022). Leader Attentive Communication: A new Communication Concept, Validation and Scale Development. Journal of Leadership and Organizational Studies, 29(4), 424-442. https://doi.org/10.1177/15480518221100922

Pircher Verdorfer, A., & Peus, C. (2020). Leading by example: Testing a moderated mediation model of ethical leadership, value congruence, and followers' openness to ethical influence. Business Ethics: A European review, 29(2), 314-332. https://doi.org/10.1111/beer.12255

Vullinghs , J. T., de Hoogh, A. H. B., den Hartog, D. N., & Boon, C. (2020). Ethical and Passive Leadership and Their Joint Relationships with Burnout via Role Clarity and Role Overload. Journal of Business Ethics, 165, 719–733. https://doi.org/10.1007/s10551-018-4084-y [details]

Arendt, J. F. W., Pircher Verdorfer, A. , & Kugler, K. G. (2019). Mindfulness and leadership: Communication as a behavioral correlate of leader mindfulness and its effect on follower satisfaction. Frontiers in Psychology, 10(MAR), [667]. https://doi.org/10.3389/fpsyg.2019.00667

Belschak, F. D., Den Hartog, D. N., & De Hoogh, A. H. B. (2018). Angels and demons: The effect of ethical leadership on Machiavellian employees' work behaviors. Frontiers in Psychology, 9, [1082]. https://doi.org/10.3389/fpsyg.2018.01082 [details]

Pircher Verdorfer, A.(2016). Examining Mindfulness and Its Relations to Humility, Motivation to Lead, and Actual Servant Leadership Behaviors. Mindfulness, 7(4), 950-961. https://doi.org/10.1007/s12671-016-0534-8

Den Hartog, D. N. (2015). Ethical leadership. Annual Review of Organizational Psychology and Organizational Behavior, 2, 409-434. https://doi.org/10.1146/annurev-orgpsych-032414-111237

Kalshoven, K., den Hartog, D. N., & de Hoogh, A. H. B. (2013). Ethical leadership and follower helping and courtesy: Moral awareness and empathic concern as moderators. Applied Psychology, 62(2), 211-235. https://doi.org/10.1111/j.1464-0597.2011.00483.x [details]

Kalshoven, K., den Hartog, D. N., & de Hoogh, A. H. B. (2013). Ethical leadership and followers' helping and initiative: The role of demonstrated responsibility and job autonomy. European Journal of Work and Organizational Psychology, 22(2), 165-181. https://doi.org/10.1080/1359432X.2011.640773 [details]

Kalshoven, K., den Hartog, D. N., & de Hoogh, A. H. B. (2011). Ethical leader behavior and big five factors of personality. Journal of Business Ethics, 100(2), 349-366. https://doi.org/10.1007/s10551-010-0685-9 [details]

Kalshoven, K., den Hartog, D. N., & de Hoogh, A. H. B. (2011). Ethical leadership at work (ELW): development and validation of a multidimensional measure. The Leadership Quarterly, 22(1), 51-69. https://doi.org/10.1016/j.leaqua.2010.12.007 [details]

Piccolo, R. F., Greenbaum, R., den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31(2-3), 259-278. https://doi.org/10.1002/job.627 [details]

de Hoogh, A. H. B., & den Hartog, D. N. (2009). Ethical leadership: the socially responsible use of power. In D. Tjosvold, & B. M. Wisse (Eds.), Power and interdependence in organizations (pp. 338-354). (Cambridge Companions to Management). Cambridge: Cambridge University Press

den Hartog, D. N., & de Hoogh, A. H. B. (2009). Empowering behaviour and leader fairness and integrity: studying perceptions of ethical leader behaviour from a levels-of-analysis perspective. European Journal of Work and Organizational Psychology, 18(2), 199-230. https://doi.org/10.1080/13594320802362688 [details]

Bully Bosses: Why Leaders Cross the Line  (Annebel de Hoogh Interviewed by the Groene Amsterdammer - Dutch Exclusive)

After #MeToo, the spotlight now turns to the bully boss. Why do people in top positions frequently cross the line? 'Those who feel powerful tend to behave differently, and it happens rapidly.' According Annebel de Hoogh, ‘from a distance, bully bosses can appear impressive and even inspiring. However, upon closer inspection, we often uncover messy brushstrokes and splatters of paint.’

Narcissistic Leaders: How To Avoid When Hiring (Annebel De Hoogh & Corine Boon)

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Van Gerven, E. J. G., De Hoogh, A. H. B., Den Hartog, D. N., & Belschak, F. D. (2022). Gender differences in the perceived behavior of narcissistic leaders. Frontiers in Psychology, 13, [809193]. https://doi.org/10.3389/fpsyg.2022.809193 [details]

Almeida, J., Den Hartog, D. N., De Hoogh, A. H. B., Rosa Franco, V., & Barreiros Porto, J. (2022). Harmful Leader Behaviors: Toward an Increased Understanding of How Different Forms of Unethical Leader Behavior Can Harm Subordinates. Journal of Business Ethics, 180(1), 215–244. https://doi.org/10.1007/s10551-021-04864-7 [details]

Den Hartog, D. N., De Hoogh, A. H. B., & Belschak, F. D. (2020). Toot Your Own Horn? Leader Narcissism and the Effectiveness of Employee Self-Promotion. Journal of Management, 46(2), 261-286. https://doi.org/10.1177/0149206318785240 [details]

Schmid, E. A., Pircher Verdorfer, A., & Peus, C. (2019). Shedding Light on Leaders’ Self-Interest: Theory and Measurement of Exploitative Leadership. Journal of Management, 45(4), 1401-1433. https://doi.org/10.1177/0149206317707810

Nevicka, B., van Vianen, A. E. M., De Hoogh, A. H. B., & Voorn, B. C. M. (2018). Narcissistic leaders: An asset or a liability? Leader visibility, follower responses, and group-level absenteeism. Journal of Applied Psychology, 103(7), 703-723. https://doi.org/10.1037/apl0000298 [details]

Nevicka, B., de Hoogh, A. H. B., den Hartog, D. N., & Belschak, F. D. (2018). Narcissistic Leaders and Their Victims: Followers Low on Self-Esteem and Low on Core Self-Evaluations Suffer Most. Frontiers in Psychology, 9, 1-14. [422]. https://doi.org/10.3389/fpsyg.2018.00422 [details]

Belschak, F. D., Muhammad, R. S., & Den Hartog, D. N. (2018). Birds of a feather can butt heads: When Machiavellian employees work with Machiavellian leaders. Journal of Business Ethics, 151(3), 613-626. https://doi.org/10.1007/s10551-016-3251-2 [details]

Schmid, E. A., Pircher Verdorfer, A. ., & Peus, C. V. (2018). Different shades-different effects? Consequences of different types of destructive leadership. Frontiers in Psychology, 9(JUL), [1289]. https://doi.org/10.3389/fpsyg.2018.01289

de Hoogh, A. H. B., Greer, L. L., & den Hartog, D. N. (2015). Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance. The Leadership Quarterly, 26(5), 687-701. https://doi.org/10.1016/j.leaqua.2015.01.001 [details]

de Hoogh, A. H. B., den Hartog, D. N., & Nevicka, B. (2015). Gender differences in the perceived effectiveness of narcissistic leaders. Applied Psychology, 64(3), 473-498. https://doi.org/10.1111/apps.12015 [details]

Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107, 35-47. https://doi.org/10.1007/s10551-012-1296-4

Nevicka, B., de Hoogh, A. H. B., van Vianen, A. E. M., & Beersma, B. (2011). All I need is a stage to shine: narcissist’s leader emergence and performance. The Leadership Quarterly, 22(5), 910-925. https://doi.org/10.1016/j.leaqua.2011.07.011 [details]

de Hoogh, A. H. B., & den Hartog, D. N. (2009). Neuroticism and locus of control as moderators of the relationships of charismatic and autocratic leadership with burnout. Journal of Applied Psychology, 94(4), 1058-1067. https://doi.org/10.1037/a0016253 [details]

de Hoogh, A. H. B., & den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study. The Leadership Quarterly, 19(3), 297-311. https://doi.org/10.1016/j.leaqua.2008.03.002 [details]

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Legood, A., van der Werff, L., Lee, A., den Hartog, D. N., & van Knippenberg, D. (2022). A Critical Review of the Conceptualisation, Operationalisation, and Empirical Literature on Cognition-Based and Affect-Based Trust. Journal of Management Studies. https://doi.org/10.1111/joms.12811

Pajic, S., Buengeler, C., Den Hartog, D. N., & Boer, D. (2021). The moderating role of employee socioeconomic status in the relationship between leadership and well-being: A meta-analysis and representative survey. Journal of Occupational Health Psychology, 26(6), 537-565. https://doi.org/10.1037/ocp0000309 [details]

De Hoogh, A. H. B., Den Hartog, D. N., & Belschak, F. D. (2021). Showing one's true colors: Leader Machiavellianism, rules and instrumental climate, and abusive supervision. Journal of Organizational Behavior, 42(7), 851-866. https://doi.org/10.1002/job.2536 [details]

Hentschel, T. (2021). Sounds like a fit! Wording in recruitment advertisements and recruiter gender affect women's pursuit of career development programs via anticipated belongingness. Human Resource Management, 60(4), 581-602. https://doi.org/10.1002/hrm.22043

Ronay, R., Oostrom, J.K., Lehmann-Willenbrock, N., Mayoral, S., & Rusch, H. (2019). Playing the trump card: Why we select overconfident leaders and why it matters. The Leadership Quarterly, 30, 10316. https://doi.org/10.1016/j.leaqua.2019.101316

Ronay, R., Maddux, W. W., & von Hippel, W. (2020). Inequality Rules: Resource distribution and the evolution of dominance- and prestige-based leadership. The Leadership Quarterly, 31(2), [101246]. https://doi.org/10.1016/j.leaqua.2018.04.004 [details]

Egorov, M., Pircher Verdorfer, A., & Peus, C. (2019). Taming the Emotional Dog: Moral Intuition and Ethically-Oriented Leader Development. Journal of Business Ethics, 160(3), 817–834. https://doi.org/10.1007/s10551-018-3876-4 [details]

Hentschel, T., Braun, S., Peus, C., & Frey, D. (2018). The communality-bonus effect for male transformational leaders - leadership style, gender, and promotability. European Journal of Work and Organizational Psychology, 27(1), 112-125. https://doi.org/10.1080/1359432X.2017.1402759 [details]

Belschak, F. D., den Hartog, D. N., & Kalshoven, K. (2015). Leading Machiavellians: how to translate Machiavellians’ selfishness into pro-organizational behavior. Journal of Management, 41(7), 1934-1956. https://doi.org/10.1177/0149206313484513 [details]

Pircher Verdorfer, A. & Weber, W. G. (2016). Examining the link between organizational democracy and employees’ moral development. Journal of Moral Education, 45(1), 59-73. https://doi.org/10.1080/03057240.2015.1136600

Pircher Verdorfer, A., Steinheider, B., & Burkus, D. (2015). Exploring the Socio-moral Climate in Organizations: An Empirical Examination of Determinants, Consequences, and Mediating Mechanisms. Journal of Business Ethics, 132(1), 233-248. https://doi.org/10.1007/s10551-014-2319-0

Jacobs, G., Belschak, F. D., & den Hartog, D. N. (2014). (Un)ethical behavior and performance appraisal: the role of affect, support, and organizational justice. Journal of Business Ethics, 121(1), 63-76. https://doi.org/10.1007/s10551-013-1687-1 [details]