Nils Fürstenberg
Title
Prof. Dr.
Last Name
Fürstenberg
First name
Nils
Email
nils.fuerstenberg@unisg.ch
ORCID
Phone
+41 71 224 3186
22 results
Now showing 1 - 10 of 22
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Item type:Publication, Homeoffice und gesunde Hochleistung: Emotionsorientierte Führung als SchlüsselfaktorType:journal articleJournal:Zeitschrift Führung + OrganisationVolume:23Issue:1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Benefitting or suffering from a paradoxical leader? A self-regulation perspectiveWhy do followers’ reactions to perceived paradoxical leader behavior (PLB) differ? To answer this question, we draw from self-regulation theory and argue that making sense of a paradoxical leader’s seemingly contradictory behavior can pose a challenge for followers and requires specific cognitive traits and abilities that enable them to navigate such complex and dynamic environments. We propose that followers who lack these cognitive traits and related abilities find it more difficult to make sense of and navigate their paradoxical leader’s behavior, thereby perceiving them as behaviorally unpredictable. This, in turn, impairs followers’ self-regulation when working with such leaders, and leads to lower well-being. Conversely, followers endowed with appropriate cognitive traits can make sense of PLB and thrive in these environments. To test our propositions, we conducted two multi-wave field studies. In Study 1, we examine the role of followers’ trait cognitive flexibility in interpreting PLB; whereas Study 2 explores the role of followers’ trait self-regulation. The findings from these studies support our hypotheses, with an important implication: the efficacy of PLB may not only solely depend on a leader’s ability to enact these behaviors but also on their followers’ ability to interpret and make sense of them.Type:journal articleJournal:Human RelationsVolume:77Issue:10Scopus© Citations 19 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Perceived Organizational Support and Volunteer Outcomes: Evidence From a German Environmental Nonprofit OrganizationWhile research on organizational aspects designed to enhance volunteer attitudes has grown over time, we still lack knowledge on the mechanisms that explain these relationships and are specific to the volunteering context. In the present study, we draw on social identity theory to explore how two organizational characteristics relating to a nonprofit organization’s (NPO) nature (volunteers’ organizational vision acceptance) and nurture (volunteers’ perception of organizational support) interact to promote volunteers’ engagement and retention. Findings from a survey of 1,355 volunteers in a German environmental NPO show that the relationship between perceived organizational support and both volunteer outcomes is mediated by organizational identification and moderated by volunteers’ acceptance of organizational vision. We contribute to research on the professionalization of volunteer management by highlighting the importance of volunteers’ acceptance of their NPO’s vision for their engagement and intention to leave.Type:journal articleJournal:Nonprofit and Voluntary Sector QuarterlyVolume:52Issue:3Scopus© Citations 17 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Resilienz und Führung im Homeoffice: Zwischen Produktivität und WohlbefindenType:journal articleJournal:Personal QuarterlyVolume:22Issue:2 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, How and when paradoxical leadership benefits work engagement: The role of goal clarity and work autonomyParadoxical leadership behaviour (PLB) represents an emerging leadership construct that can help leaders deal with conflicting demands. In this paper, we report three studies that add to this nascent literature theoretically, methodologically, and empirically. In Study 1, we validate an effective short-form measure of global PLB using three different samples. In Studies 2 and 3, we draw on the job demands–resources model to propose that paradoxical leaders promote followers’ work engagement by simultaneously fostering follower goal clarity and work autonomy. The results of survey data from Studies 2 and 3 largely confirm our model. Specifically, our findings show that PLB is positively associated with follower goal clarity and work autonomy, and that PLB exerts an indirect effect on work engagement via these variables. Moreover, our results support a hypothesized interaction effect of goal clarity and work autonomy to predict followers’ work engagement, as well as a conditional indirect effect of PLB on work engagement via the interactive effect. We discuss the practical implications for leaders and organizations.Type:journal articleJournal:Journal of Occupational and Organizational PsychologyVolume:94Issue:3Scopus© Citations 97 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Meaningfulness of work and supervisory‐rated job performance: A moderated‐mediation modelType:journal articleJournal:Human Resource ManagementVolume:60Issue:6Scopus© Citations 47 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Paradoxical leadership: Understanding and managing conflicting tensions to foster volunteer engagementType:journal articleJournal:Organizational DynamicsVolume:46Issue:2Scopus© Citations 29 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Collective perceptions of HR practices and the implications for team wellbeing and performance; - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Collective perceptions of HRM practices and absence from work: A latent moderated SEM approach; - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Healthy CEOs, Healthy Organizations? A Social Information Processing Perspective(Academy of Management, 2025-07); ; CEOs face many challenging demands that put their health and effectiveness at risk. At the same time, first studies show that poor CEO health hurts organizational performance. Given the urgency of these findings, we extend prior research by taking a positive and action-oriented perspective and examining the relevance of CEO self-care (i.e., their health-oriented self-leadership) for organizational performance. Based on social information processing and conservation of resources theory, we hypothesize that CEO self-care fosters healthy leadership behavior among line managers within the organization: This behavior reduces emotional exhaustion in followers, ultimately mediating the effect of CEO self-care on increased organizational performance. Importantly, we also shed light on a critical boundary condition of this process and argue that the positive indirect effect of CEO self-care is stronger when the health-related values embodied by the CEO are congruent with the organization’s values (i.e., higher CEO person-organization value congruence). Our predictions are supported by multi-level and multi-source data of CEOs, CHROs, and employees in a sample of German SMEs. We contribute to the current debate on health in the executive suite and advance CEO research by identifying self-care as a powerful lever for top executives to promote their organization’s well-being and performance.Type:conference paperJournal:Academy of Management ProceedingsVolume:2025Issue:1
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