Photographer: Ineke Oostveen

prof. dr. D.N. (Deanne) den Hartog


  • Faculty of Economics and Business
    Sectie Leadership & Management
  • Visiting address
    REC M
    Plantage Muidergracht 12  Amsterdam
    Room number: M2.32
  • Postal address:
    Postbus  15953
    1001 NL  Amsterdam
  • D.N.denHartog@uva.nl
    T: 0205255287

Positions

Professor of Organizational Behavior

Research director ABS ri

Head of the Leadership and Management section and research program

Research programme

Leadership and Management

Research interests

Organizational Behavior, Leadership, HRM, Innovative and Proactive Behavior, Citizenship, Machiavellianism and Narcissism, Trust, Culture, and Teams. 

Dissertation title

Inspirational Leadership (Vrije Universiteit Amsterdam)

Prizes and honours

Elected member of the Royal Holland Society of Sciences and Humanities (Koninklijke Hollandsche Maatschappij der Wetenschappen). Fellow of the Leadership Trust, UK. Several best paper awards

International ties

Co-country Investigator for the Netherlands of the GLOBE research project on leadership and culture. Member of international professional associtations such as AoM, IAAP, EAWOP, and SIOP and several editorial boards including Journal of Management and Leadership Quarterly. Former representative-at-Large of the Academy of Management's OB division (2011-2014) and former member of the board of directors of the International Associtation of Applied Psychology (IAAP; www.iaapsy.org, 2006-2014). 

Teaching activities

Current year

Research Master BiS Specialization Course HRM & OB

Thesis supervision

Bsc, MSc and PhD theses

Membership editorial staff or referee activities

Member of the editorial review board of the Leadership Quarterly, Journal of Management, Journal of Organizational Behavior, JOOP, EJWOP, and JBP. Former associate editor Applied Psychology: An International Review (2011-2013)

Various activities

Member of AIEC (algemene instellingsgebonden ethische commissie) of the UvA; Visiting professor NYU (spring 2012) and of Coventry U (2013-2014); Member of the promotions and tenure committee of the ABS.

2016

  • Belschak, F. D., Muhammad, R. S., & den Hartog, D. N. (2016). Birds of a feather can butt heads: When Machiavellian employees work with Machiavellian leaders. Journal of Business Ethics. DOI: 10.1007/s10551-016-3251-2 [details] [PDF]
  • Bridoux, F., Stofberg, N., & den Hartog, D. (2016). Stakeholders’ responses to CSR tradeoffs: SWhen other-orientation and trust trump material self-interest. Frontiers in Psychology, 6, [1992]. DOI: 10.3389/fpsyg.2015.01992 [details] [PDF]
  • Schmitt, A., Belschak, F. D., & den Hartog, D. N. (2016). Feeling Vital after a Good Night's Sleep: The Interplay of Energetic Resources and Self-efficacy for Daily Proactivity. Journal of Occupational Health Psychology. DOI: 10.1037/ocp0000041 [details]
  • Schmitt, A., den Hartog, D. N., & Belschak, F. D. (2016). Transformational Leadership and Proactive Work Behavior: A Moderated Mediation Model Including Work Engagement and Job Strain. Journal of Occupational and Organizational Psychology, 89(3), 588-610. DOI: 10.1111/joop.12143 [details]
  • Weibel, A., den Hartog, D. N., Gillespie, N., Searle, R., Six, F., & Skinner, D. (2016). How do controls impact employee trust in the employer? Human Resource Management, 55(3), 437-462. DOI: 10.1002/hrm.21733 [details]

2015

  • 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. DOI: 10.1177/0149206313484513 [details]
  • Buengeler, C., & den Hartog, D. N. (2015). National diversity and team performance: the moderating role of interactional justice climate. International Journal of Human Resource Management, 26(6), 831-855. DOI: 10.1080/09585192.2014.991345 [details]
  • Havermans, L. A., Keegan, A., & den Hartog, D. N. (2015). Choosing your words carefully: leaders’ narratives of complex emergent problem resolution. International Journal of Project Management, 33(5), 973-984. DOI: 10.1016/j.ijproman.2015.01.001 [details]
  • Havermans, L. A., den Hartog, D. N., Keegan, A., & Uhl-Bien, M. (2015). Exploring the role of leadership in enabling contextual ambidexterity. Human Resource Management, 54(S1), s179-s200. DOI: 10.1002/hrm.21764 [details]
  • 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. DOI: 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. DOI: 10.1111/apps.12015 [details]
  • den Hartog, D. N. (2015). Ethical leadership. Annual Review of Organizational Psychology and Organizational Behavior, 2, 409-434. DOI: 10.1146/annurev-orgpsych-032414-111237 [details]
  • Schmitt, A., den Hartog, D. N., & Belschak, F. D. (2015). Is outcome responsibility at work emotionally exhausting? Investigating employee proactivity as a moderator. Journal of Occupational Health Psychology, 20(4), 491-500. DOI: 10.1037/a0039011 [details]

2014

  • Boon, C., Belschak, F. D., den Hartog, D. N., & Pijnenburg, M. (2014). Perceived Human Resource Management Practices: Their Effect on Employee Absenteeism and Time Allocation at Work. Journal of Personnel Psychology, 13(1), 21-33. DOI: 10.1027/1866-5888/a000101 [details]
  • 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. DOI: 10.1007/s10551-013-1687-1 [details]

2013

  • Kalshoven, K., den Hartog, D. N., & de Hoogh, A. H. B. (2013). Ethical leadership and follower helping and courtesy: Moral awareness ans empathic concern as moderators. Applied Psychology, 62(2), 211-235. DOI: 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. DOI: 10.1080/1359432X.2011.640773 [details]
  • den Hartog, D. N., & Boon, C. (2013). HRM and leadership. In S. Bach, & M. R. Edwards (Eds.), Managing human resources: human resource management in transition (5th ed.). (pp. 198-217). Chichester: Wiley. [details]
  • den Hartog, D. N., Boon, C., Verburg, R. M., & Croon, M. A. (2013). HRM, communication, satisfaction and perceived performance: a cross-level test. Journal of Management, 39(6), 1637-1665. DOI: 10.1177/0149206312440118 [details]
  • Paauwe, J., Boon, C., Boselie, P., & den Hartog, D. (2013). Reconceptualizing fit in strategic human resource management: 'Lost in translation?'. In J. Paauwe, D. Guest, & P. Wright (Eds.), HRM and performance: achievements and challenges. (pp. 61-77). Chichester: Wiley. [details]

2012

  • Greer, L. L., Homan, A. C., de Hoogh, A. H. B., & den Hartog, D. N. (2012). Tainted visions: the effects of visionary leader behaviors and leader categorization tendencies on the financial performance of ethnically diverse teams. Journal of Applied Psychology, 97(1), 203-213. DOI: 10.1037/a0025583 [details]
  • den Hartog, D. N., & Belschak, F. D. (2012). When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy. Journal of Applied Psychology, 97(1), 194-202. DOI: 10.1037/a0024903 [details]
  • den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47. DOI: 10.1007/s10551-012-1296-4 [details] [PDF]
  • Dickson, M. W., Castaño, N., Magomaeva, A., & den Hartog, D. N. (2012). Conceptualizing leadership across cultures. Journal of World Business, 47(4), 483-492. DOI: 10.1016/j.jwb.2012.01.002 [details]

2011

  • Boon, C., & den Hartog, D. N. (2011). Human resource management, person-environment fit and trust. In R. H. Searle, & D. Skinner (Eds.), Trust and human resource management. (pp. 109-121). Cheltenham: Edward Elgar. [details]
  • Boon, C., den Hartog, D. N., Boselie, P., & Paauwe, J. (2011). The relationship between perceptions of HR practices and employee outcomes: examining the role of person-organisation and person-job fit. International Journal of Human Resource Management, 22(1), 138-162. DOI: 10.1080/09585192.2011.538978 [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. DOI: 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. DOI: 10.1016/j.leaqua.2010.12.007 [details]
  • den Hartog, D. N., & Dickson, M. W. (2011). Leadership and culture. In D. V. Day, & J. Antonakis (Eds.), The nature of leadership (2nd ed.). (pp. 393-436). Los Angeles: Sage. [details]
  • Searle, R., Weibel, A., & den Hartog, D. N. (2011). Employee trust in organizational contexts. International Review of Industrial and Organizational Psychology, 26, 143-191. DOI: 10.1002/9781119992592.ch5 [details]
  • Searle, R., den Hartog, D. N., Weibel, A., Gillespie, N., Six, F., Hatzakis, T., & Skinner, D. (2011). Trust in the employer: The role of high-involvement work practices and procedural justice in European organizations. International Journal of Human Resource Management, 22(5), 1069-1092. DOI: 10.1080/09585192.2011.556782 [details]

2010

  • Belschak, F. D., & den Hartog, D. N. (2010). Pro-self, prosocial, and pro-organizational foci of proactive behaviour: Differential antecedents and consequences. Journal of Occupational and Organizational Psychology, 83(2), 475-498. DOI: 10.1348/096317909X439208 [details]
  • Belschak, F. D., den Hartog, D. N., & Fay, D. (2010). Exploring positive, negative and context-dependent aspects of proactive behaviours at work. Journal of Occupational and Organizational Psychology, 83(2), 267-273. DOI: 10.1348/096317910X501143 [details]
  • Belschak, F., & den Hartog, D. (2010). Being proactive at work - blessing or bane? The Psychologist, 23(11), 886-889. [details]
  • Arnold, J., Randall, R., Patterson, F., Silvester, J., Robertson, I., Cooper, C., ... den Hartog, D. (2010). Work psychology: understanding human behaviour in the workplace (5th ed). Harlow: Financial Times Prentice Hall. [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. DOI: 10.1002/job.627 [details]
  • de Jong, J., & den Hartog, D. (2010). Measuring innovative work behaviour. Creativity and Innovation Management, 19(1), 23-36. DOI: 10.1111/j.1467-8691.2010.00547.x [details]

2009

  • Belschak, F. D., & den Hartog, D. N. (2009). Consequences of positive and negative feedback: the impact on emotions and extra-role behaviors. Applied Psychology, 58(2), 274-303. DOI: 10.1111/j.1464-0597.2008.00336.x [details]
  • Boon, C., Paauwe, J., Boselie, P., & den Hartog, D. (2009). Institutional pressures and HRM: developing institutional fit. Personnel Review, 38(5), 492-508. DOI: 10.1108/00483480910978018 [details]
  • Kalshoven, K., & den Hartog, D. N. (2009). Ethical leader behavior and leader effectiveness: the role of prototypicality and trust. International Journal of Leadership Studies, 5(2), 102-120. [details] [PDF]
  • de Hoogh, A. H. B., & den Hartog, D. N. (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. DOI: 10.1080/13594320802362688 [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. [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. DOI: 10.1037/a0016253 [details]

2008

  • Belschak, F. D., Jacobs, G., & den Hartog, D. N. (2008). Feedback, Emotionen und Handlungstendenzen: Emotionale Konsequenzen von Feedback durch den Vorgesetzten. Zeitschrift für Arbeits- und Organisationspsychologie A&O, 52(3), 147-152. DOI: 10.1026/0932-4089.52.3.147 [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. DOI: 10.1016/j.leaqua.2008.03.002 [details]
  • Schippers, M. C., den Hartog, D. N., Koopman, P. L., & van Knippenberg, D. (2008). The role of transformational leadership in enhancing team reflexivity. Human Relations, 61(11), 1593-1616. DOI: 10.1177/0018726708096639 [details] [PDF]

2007

  • den Hartog, D. N., Caley, A., & Dewe, P. (2007). Recruiting leaders: an analysis of leadership advertisements. Human resource Management Journal, 17(1), 58-75. DOI: 10.1111/j.1748-8583.2007.00021.x [details]
  • den Hartog, D. N., & Belschak, F. D. (2007). Personal initiative, commitment and affect at work. Journal of Occupational and Organizational Psychology, 80(4), 601-622. DOI: 10.1348/096317906X171442 [details]
  • den Hartog, D. N., de Hoogh, A. H. B., & Keegan, A. E. (2007). The interactive effects of belongingness and charisma on helping and compliance. Journal of Applied Psychology, 92(4), 1131-1139. DOI: 10.1037/0021-9010.92.4.1131 [details]
  • Schippers, M. C., den Hartog, D. N., & Koopman, P. L. (2007). Reflexivity in teams: a measure and correlates. Applied Psychology, 56(2), 189-211. DOI: 10.1111/j.1464-0597.2006.00250.x [details]
  • Verburg, R. M., den Hartog, D. N., & Koopman, P. L. (2007). Configurations of human resource management practices: a model and test of internal fit. International Journal of Human Resource Management, 18(2), 184-208. DOI: 10.1080/09585190601102349 [details]
  • de Jong, J. P. J., & den Hartog, D. N. (2007). How leaders influence employees' innovative behaviour. European Journal of Innovation Management, 10(1), 41-64. DOI: http://dx.doi.org/10.1108/14601060710720546 [details]

2006

  • Dietz, G., & den Hartog, D. N. (2006). Measuring trust inside organizations. Personnel Review, 35(5), 557-588. DOI: 10.1108/00483480610682299 [details]
  • Waldman, D. A., de Luque, M. S., Washburn, N., House, R. J., Adetoun, B., Barrasa, A., ... Wilderom, C. P. M. (2006). Cultural and leadership predictors of corporate social responsibility values of top management: a GLOBE study of 15 countries. Journal of International Business Studies, 37, 823-837. DOI: 10.1057/palgrave.jibs.8400230 [details]

2005

  • de Hoogh, A. H. B., den Hartog, D. N., & Koopman, P. L. (2005). Linking the Big Five-Factors of Personality to Charismatic and Transactional Leadership: Perceived Dynamic Work Environment as a Moderator. Journal of Organizational Behavior, 26(7), 839-865. DOI: 10.1002/job.344 [details]
  • de Hoogh, A. H. B., den Hartog, D. N., Koopman, P. L., Thierry, H., Berg, P. T., van der Weide, J. G., & Wilderom, C. P. M. (2005). Leader motives, charismatic leadership and subordinates' work attitude in the profit and voluntary sector. The Leadership Quarterly, 16(1), 17-35. DOI: 10.1016/j.leaqua.2004.10.001 [details]
  • den Hartog, D. N., & Koopman, P. L. (2005). Implicit theories of leadership at different hierarchical levels. In B. Schyns, & J. Meindl (Eds.), Implicit Leadership Theories: Essays and Explorations. (pp. 135-158). Greenwich, CT: Information Age Publishing. [details]
  • Brink, B. E. H., den Hartog, D. N., Koopman, P. L., & van Muijen, J. J. (2005). De staat van het Psychologisch Contract en de betrokkenheid, inzet en employability van medewerkers. Tijdschrift voor HRM[details]
  • Dickson, M. W., & den Hartog, D. N. (2005). What good is this to me? Managerial implications of global leadership research. In R. R. Sims, & S. A. Quatro (Eds.), Leadership: succeeding in the private, public, and not-for-profit sectors. (pp. 348-366). Armonk, NY: M.E. Sharpe. [details]
  • Harzing, A. W., et al., . U., & den Hartog, D. (2005). Does the use of English-language questionnaires in cross-national research obscure national differences? International Journal of Cross-Cultural Management, 5(2), 213-224. DOI: 10.1177/1470595805054494 [details]
  • Schippers, M. C., den Hartog, D. N., & Koopman, P. L. (2005). Reflexiviteit van teams: Ontwikkeling van een instrument. Gedrag en Organisatie, 18, 83-102. [details]
  • Vinkenburg, C., Koopman, P. L., & den Hartog, D. N. (2005). Leiderschap in organisaties: Tot besluit. Gedrag en Organisatie, 18(4), 228-233. [details]
  • de Jong, J. P. J., & den Hartog, D. N. (2005). Innovatie van onderaf: een studie in de kennisintensieve dienstverlening. Gedrag en Organisatie, 18(5). [details]

2004

  • Keegan, A. E., & den Hartog, D. N. (2004). Transformational leadership in a project based environment: a comparative study. International Journal of Project Management, 22, 609-617. [details]
  • Keegan, A., & den Hartog, D. N. (2004). Transformational Leadership in a Project Based Environment: A Comparative Study of the leadership styles of project managers and line managers. International Journal of Project Management, 22(8), 609-617. [details]
  • de Hoogh, A. H. B., den Hartog, D. N., & Koopman, P. L. (2004). De ontwikkeling van de CLIO: een vragenlijst voor charismatisch leiderschap in organisaties. Gedrag en Organisatie, 17, 354-381. [details]
  • de Hoogh, A. H. B., den Hartog, D. N., Koopman, P. L., Thierry, H., van den Berg, A., van der Weide, J. G., & Wilderom, C. P. M. (2004). Charismatic leadership, Environmental Dynamism, and Performance. European Journal of Work and Organizational Psychology, 13(4), 447-471. [details]
  • den Hartog, D. N. (2004). Assertiveness. In P. J. H. M. Javidan R.J. House, & G. L. O. B. E. A. V. Gupta (Eds.), Cultures, Leadership and Organizations: A 62 nation GLOBE study, (Vol. 1). Thousand Oaks, CA: Sage. [details]
  • den Hartog, D. N. (2004). Leadership in a global context. In M. M. M. Mendenhall H. Lane (Ed.), Blackwell Handbook of Global Management. (pp. 175-198). Blackwell Publishers. [details]
  • den Hartog, D. N. (2004). Power distance. In G. R. G. G. Sorenson J.M. Burns (Ed.), The encyclopedia of leadership. Berkshire: Sage. [details]
  • den Hartog, D. N., & Verburg, R. M. (2004). High performance work systems, organisational culture and perceived organizational performance. Human resource Management Journal, 14(1), 55-78. DOI: 10.1111/j.1748-8583.2004.tb00112.x [details]
  • den Hartog, D. N., Boselie, J. P., & Paauwe, J. (2004). Performance management: a model and research agenda. Applied Psychology, 53(4), 556-569. DOI: 10.1111/j.1464-0597.2004.00188.x [details]
  • den Hartog, D. N., Koopman, P. L., & Vinkenburg, C. J. (2004). Leiderschap in organisaties: start van een nieuwe reeks. Gedrag en Organisatie, 17(2), 131-142. [details]
  • Boselie, J. P., Paauwe, J., & den Hartog, D. N. (2004). Performance management and human resource management: raakvlakken en perspectieven voor onderzoek. Gedrag en Organisatie, 17, 518-531. [details]
  • Emrich, C. G., Denmark, F. L., & den Hartog, D. N. (2004). Cross-Cultural differences in Gender Egalitarianism: implications for societies, organizations and leaders. In P. J. H. M. Javidan R.J. House, & G. L. O. B. E. A. V. Gupta (Eds.), Cultures, Leadership and Organizations: a 62 nation GLOBE study (Vol. 1). Thousand Oaks, CA: Sage. [details]
  • Kirkman, B. L., & den Hartog, D. N. (2004). Team Performance Management. In M. M. M. Mendenhall H. Lane (Ed.), Blackwell Handbook of Global Management. (pp. 251-272). Blackwell Publishers. [details]

2003

  • den Hartog, D. N. (2003). Leadership: A serious topic for the social sciences? European Business Forum, 14, 7-10. [details]
  • den Hartog, D. N. (2003). Trusting others in organisations: leaders, management and co-workers.. In F. S. B. Nooteboom (Ed.), The trust process. London: Edward Elgar. [details]
  • den Hartog, D. N. (2003). What indeed do managers do? Some reflections on Rosemary Stewart's work. The Leadership Quarterly, 14, 221-229. [details]
  • den Hartog, D. N., & Koopman, P. L. (2003). Cultuur en Charismatisch leiderschap. Gedrag en Organisatie, 16(5), 308-325. [details]
  • Dickson, M. W., den Hartog, D. N., & Mitchelson, J. (2003). Research on leadership in a cross-cultural context: Making progress, and raising new questions. The Leadership Quarterly, 14(6), 729-769. DOI: 10.1016/j.leaqua.2003.09.002 [details]
  • Koopman, P. L., den Hartog, D. N., Thierry, H. K., & Wilderom, C. P. M. (2003). Leiderschap in de polder: resultaten van het nederlandse deel van het GLOBE onderzoek naar cultuur en leiderschap. M & O : tijdschrift voor management en organisatie, 2, 31-46. [details]
  • Schippers, M. C., den Hartog, D. N., Koopman, P. L., & Wienk, J. (2003). Diversity, Reflexivity and Team Outcomes: the moderating effects of outcome interdependence and group longevity. Journal of Organizational Behavior, 24, 779-802. DOI: 10.1002/job.220 [details]
  • Thierry, H. K., Koopman, P. L., den Hartog, D. N., & Wilderom, C. P. M. (2003). Cultuur in de polder: Resultaten van het Nederlandse deel van het GLOBE onderzoek naar cultuur en leiderschap. M & O : tijdschrift voor management en organisatie, 2, 17-30. [details]
  • Verburg, R. M., de Rooij, J. P. G., Andriessen, J. H. E., & den Hartog, D. N. (2003). Coordination mechanisms for a flexible workforce. In J. D. R. R.M. Verburg (Ed.), Knowledge distribution under distributed circumstances. Den Haag: NWO-MES. [details]

2002

  • den Hartog, D. N., & Verburg, R. M. (2002). Service excellence from the employee's point of view: the role of first line supervisors. Managing Service Quality, 12(3), 159-164. [details]
  • den Hartog, D. N., Schippers, M. C., & Koopman, P. L. (2002). The impact of leader behavior on trust in management and co-workers. SA Journal of Industrial Psychology, 28(4), 29-34. [details]
  • ten Brink, B. E. H., den Hartog, D. N., Koopman, P. L., & van Muijen, J. J. (2002). Psychologisch contract: De impliciete ruilrelatie tussen werkgever en medewerker. Gedrag en Organisatie, 6, 415-435. [details]
  • Schalk, R., den Hartog, D. N., & van der Velde, M. (2002). Psychologische contracten, binding en betrokkenheid (Editorial). Gedrag en Organisatie, 6, 351-354. [details]
  • Szabo, E., Brodbeck, F. C., den Hartog, D. N., Reber, G., Weibler, J., & Wunderer, R. (2002). The Germanic Europe Cluster: where employees have a voice. Journal of World Business, 37, 55-68. DOI: 10.1016/S1090-9516(01)00074-8 [details]

2001

  • den Hartog, D. N. (2001). Leadership as a source of inspiration. Rotterdam: Erasmus Research Institute of Management: Inaugural Addresses in Management Series. [details]
  • den Hartog, D. N., & Koopman, P. L. (2001). Leadership in organizations. In D. S. O. C. Viswesvaran N. Anderson, & H. Kepir-Sinangil (Eds.), Handbook of industrial, work and organizational psychology, volume 2. London: Sage. [details]
  • Verburg, R. M., & den Hartog, D. N. (2001). Human Resource Management in Nederland. Utrecht: SWP. [details]

2000

  • den Hartog, D. N. (2000). Inspirerend leiderschap als bindende factor. In N. K. F. van Luijk P.L. Koopman (Ed.), Competenties en Binding: Voorwaarden voor succesvol gedrag van mensen in organisaties. Amsterdam: Nieuwezijds. [details]
  • den Hartog, D. N., & Verburg, R. M. (2000). Het gesproken woord: over de samenhang tussen charisma en retorica. In H. V. D. F. P.L. Koopman N. Bleichrodt (Ed.), Werken en laten werken: Bijdragen vanuit de Arbeids- en Organisatiepsychologie. (pp. 43-57). Houten: Bohn Stafleu Van Loghum. [details]
  • Brodbeck, F. C., Frese, M., Akerblom, S., den Hartog, D., & et al., . U. (2000). Cultural variation of leadership prototypes across 22 European countries. Journal of Occupational and Organizational Psychology, 73, 1-29. DOI: 10.1348/096317900166859 [details]

1999

  • den Hartog, D. N., House, R. J., Hanges, P., Dorfman, P., & Ruiz-Quintanilla, A. (1999). Culture specific and cross-culturally endorsed implicit leadership theories: Are attributes of charismatic/ transformational leadership universally endorsed? The Leadership Quarterly, 10(2), 219-256. DOI: 10.1016/S1048-9843(99)00018-1 [details]
  • ten Brink, B. E. H., den Hartog, D. N., Koopman, P. L., & van Muijen, J. J. (1999). De bindende kracht van inspirerend leiderschap: leiderschap, psychologisch contract, vertrouwen en betrokkenheid. Gedrag en Organisatie, 12, 242-255. [details]
  • Koopman, P. L., den Hartog, D. N., & Konrad, E. (1999). National culture and leadership profiles in Europe: Some results from the GLOBE study. European Journal of Work and Organizational Psychology, 8(4), 503-520. [details]

1998

  • van Muijen, J. J., den Hartog, D. N., & Koopman, P. L. (1998). Organisatiecultuur en leiderschap. Gedrag en Organisatie, 10(3), 121-133. [details]

1997

  • den Hartog, D. N., & Verburg, R. M. (1997). Charisma and Rhetoric: the communicative techniques of international business leaders. The Leadership Quarterly, 8(4), 355-391. DOI: 10.1016/S1048-9843(97)90020-5 [details]
  • den Hartog, D. N., Koopman, P. L., & van Muijen, J. J. (1997). Inspirerend leiderschap in organisaties. Schoonhoven: Academic Service. [details]
  • den Hartog, D. N., Koopman, P. L., & van Muijen, J. J. (1997). Leiderschap en machtsuitoefening in organisaties: Inspireren, ruilen en consulteren. Gedrag en Organisatie, 10, 412-429. [details]
  • den Hartog, D. N., Koopman, P. L., Thierry, H. K., Wilderom, C. P. M., Maczynski, J., & Jarmuz, S. (1997). Dutch and Polish perceptions of leadership and national culture: The GLOBE project. European Journal of Work and Organizational Psychology, 6(4), 389-415. [details]
  • den Hartog, D. N., van Muijen, J. J., & Koopman, P. L. (1997). Transactional versus transformational leadership: an analysis of the MLQ. Journal of Occupational and Organizational Psychology, 70(1), 19-34. DOI: 10.1111/j.2044-8325.1997.tb00628.x [details]

1996

  • den Hartog, D. N., van Muijen, J. J., & Koopman, P. J. (1996). Linking transformational leadership and organizational culture. International Journal of Leadership Studies, 3(4), 68-83. [details]

1995

  • den Hartog, D. N., Koopman, P. L., & van Muijen, J. J. (1995). Charismatic Leadership: A state of the art. International Journal of Leadership Studies, 2(4), 35-50. [details]

2015

  • Belschak, F. D., & den Hartog, D. N. (2015). Führung und Machiavellismus. In J. Felfe (Ed.), Trends der psychologischen Führungsforschung. (pp. 343-354). (Psychologie für das Personalmanagement). Göttingen: Hogrefe. [details]

2013

  • Kalshoven, K., & den Hartog, D. N. (2013). Ethical and unethical leader behaviors and their impact on individual well-being and deviance. In R. A. Giacalone, & M. D. Promislo (Eds.), Handbook of unethical work behavior: implications for individual well-being. (pp. 140-154). Armonk, NY: M.E. Sharpe. [details]

2012

  • Boon, C., & den Hartog, D. N. (2012). Netherlands: HRM and culture at RetailCo. In J. C. Hayton, M. Biron, L. Castro Christiansen, & B. Kuvaas (Eds.), Global human resource management casebook. (pp. 33-43). (Routledge global human resource management series). London [etc.]: Routledge. [details]

2009

  • Dickson, M. W., den Hartog, D. N., & Castaño, N. (2009). Understanding leadership across cultures. In R. S. Bhagat, & R. M. Steers (Eds.), Cambridge handbook of culture, organizations, and work. (pp. 219-244). Cambridge: Cambridge University Press. DOI: 10.1017/CBO9780511581151.010 [details]

2008

  • Verburg, R., & den Hartog, D. (2008). De kern van HRM. - 2e dr. Amsterdam: SWP. [details]

2007

  • den Hartog, D. N., & de Kok, J. (2007). High performancework systems, leadership, firm performance and innovativeness in small businesses. In D. F. M. Alcazar (Ed.), Proceedings of the VI th International Workshop on Human Resource Management. Jerez de la Frontera: Cádiz University. [details]
  • den Hartog, D. N., Keegan, A. E., & Verburg, R. M. (2007). Limits to leadership in virtual contexts. The Electronic Journal of Organizational Virtualness, 9, 54-63. [details]
  • Boon, C., Boselie, J. P. P. E. F., Paauwe, J., & den Hartog, D. N. (2007). Measuring strategic and internal fit in HRM. In Selected Proceedings of the Academy of Management Meeting. Philadelphia: Academy of Management. [details]
  • Thierry, H. K., den Hartog, D. N., Koopman, P. L., & Wilderom, C. P. M. (2007). Culture and Leadership in a Flat Country: The Case of The Netherlands. In J. S. Chhokar, F. C. Brodbeck, & R. J. House (Eds.), Culture and Leadership Across the World: the GLOBE Book of In-Depth Studies of 25 Societies. (pp. 215-250-Ch. 7). Mahwah, New Yersey: Lawrence Erlbaum Associates). [details]
  • Verburg, R. M., & den Hartog, D. N. (2007). HRM, Knowledge Management and Innovation. In D. F. M. Alcazar (Ed.), Proceedings of the VI th Workshop on Human Resource Management. (pp. 1-21). Jerez de la Frontera: Cádiz University. [details]
  • de Jong, J. P. J., & den Hartog, D. N. (2007). How leaders influence employees’ innovative behaviour. European Journal of Innovation Management, 10(1), 41-64. [details]
  • de Rooij, J. P. G., Verburg, R. M., Andriessen, J. H. E., & den Hartog, D. N. (2007). Barriers for shared understanding in virtual teams: a leader perspective. The Electronic Journal of Organizational Virtualness, 9, 64-77. [details]

2006

  • Verburg, R. M., & den Hartog, D. N. (2006). Human Resource Management for advanced technology. In R. M. Verburg, R. Ortt, & W. Dicke (Eds.), Management of Technology, An Introduction. (pp. 43-63). London: Routledge. [details]
  • de Rooij, J. P. G., Verburg, R. M., Andriessen, J. H. T. H., & den Hartog, D. N. (2006). ICT use and Shared Understanding: Insights from six case studies. In P. Cunningham, & M. Cunningham (Eds.), Exploiting the Knowledge Economy: Issues, Applications and Case Studies: Volume 3: Information and Communication Technologies and the Knowledge Economy. (pp. 1157-1164). (Exploiting the Knowledge Economy: Issues, Applications and Case Studies; No. 3). Amsterdam: IOS Press. [details]

1999

  • House, R. J., Hanges, P., Ruiz-Quintanilla, S. A., Dorfman, P. W., Javidan, M., Dickson, M., ... den Hartog, D. N. (1999). Cultural influences on leadership and organizations: Project GLOBE. Advances in Global Leadership, 1, 171-233. [details]

2012

  • den Hartog, D. N. (2012). Volgers van de leider. In J. J. Boonstra (Ed.), De leiderschapsbox. (pp. Dl 15). Schiedam: MainPress. [details]

2010

  • Kalshoven, K., den Hartog, D. N., & de Hoogh, A. H. B. (2010). Een gedragsbenadering van ethisch leiderschap. MAB, 84(5), 260-267. [details]

2009

  • Havermans, L. A., den Hartog, D. N., & Keegan, A. E. (2009). Leiden voor identificatie en verbondenheid in projecten: Je kunt het niet alleen! Projectie, 16(2), 6-11. [details]
  • Havermans, L., den Hartog, D., & Keegan, A. (2009). De sociale kant van projectleiderschap: Aansturen tot identificatie en verbondenheid met het project. Projectie, 16(2), 6-7, 9, 11. [details]

2008

  • den Hartog, D. N. (2008). Creëren van draagvlak voor veranderen. In J. J. Boonstra (Ed.), De verandermanagementbox (deel 6). Schiedam: MainPress. [details]

2006

  • Kok, J. M. P., & den Hartog, D. N. (2006). High performance work systems, performance and inovativeness in small firms. (EIM Scales Paper; No. N200520). Zoetermeer: EIM Business and Policy Research. [details]
  • Kok, J. M. P., & den Hartog, D. N. (2006). Is human resource management profitable for small firms? (EIM Scales Paper; No. N200621). Zoetermeer: EIM Business and Policy Research. [details]

2011

  • Havermans, L. A., den Hartog, D. N., & Keegan, A. E. (2011). Leadership in project-based organizations: Stimulating project identification. Paper presented at HRM Network conference, . [details]
  • Havermans, L. A., den Hartog, D. N., Keegan, A. E., & Uhl-Bien, M. (2011). Complexity Leadership: Enabling Semistructures for Requisite Complexity in Project-Based Organizations... Paper presented at Academy of Management, . [details]

2004

  • Keegan, A., & den Hartog, D. (2004). Leadership and project based organising. Paper presented at Irish Academy of Management, . [details]

1997

  • den Hartog, D. N. (1997). Inspirational leadership Enschede: Ipskamp [details]

2011

  • Sylva, H., Mol, S. T., & den Hartog, D. N. (2011). Proactivity fits: How fit mediates the impact of career initiative on performance and career satisfaction. Amsterdam: Universiteit van Amsterdam. [details]
  • Sylva, H., den Hartog, D. N., Mol, S. T., & Boon, C. T. (2011). The proactive employee: A champion or a rebel? Amsterdam: Universiteit van Amsterdam. [details]

2010

  • Sylva, H., Mol, S. T., & den Hartog, D. N. (2010). Proactivity fits: How fit mediates the impact of career initiative on performance and career satisfaction. Amsterdam: Universiteit van Amsterdan. [details]

2009

  • Jacquart, P. M., & den Hartog, D. N. (2009). More power, less blame: how leader status and moral foundations moderate attributions of blame. Lausanne: University of Lausanne. [details]

2008

  • Kalshoven, K., den Hartog, D. N., & de Hoogh, A. H. B. (2008). Leader personality and ethical leadership behaviors. Amsterdam: Faculteit Economie en Bedrijfskunde. [details]
  • Kalshoven, K., den Hartog, D. N., & de Hoogh, A. H. B. (2008). The development and validation of the Ethical Leadership at Work questionnaire (ELW). Amsterdam: Faculteit Economie en Bedrijfskunde. [details]

Keynote / Invited lecture

  • Berkers, H.A. (speaker), Mol, S.T. (speaker) & den Hartog, D.N. (speaker) (25-11-2016): Call to Craft? The Influence of Callings on Job Crafting and Work Outcomes, WAOP conference.
  • Berkers, H.A. (speaker), Mol, S.T. (speaker) & den Hartog, D.N. (speaker) (6-10-2016): Being able to change who you are at work, EAWOP-SGM , Sheffield, United Kingdom.
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