Cohrs, C., Bormann, K. C., Diebig, M., Millhoff, C., Pachocki, K., & Rowold, J. (2020). Transformational lea­der­ship and com­mu­ni­cation. Leadership & Organization Development Journal, 41(1), 101–117. https://doi.org/10.1108/LODJ-02-2019-0097

Klasmeier, K. N., & Rowold, J. (2020). A multilevel investigation of predictors and outcomes of shared lea­der­ship. Journal of Organizational Behavior, 41(9), 915–930. https://doi.org/10.1002/job.2477

Klasmeier, K. N., Pachocki, K., & Rowold, J. (2019). Führungsverhalten und Emotionen – ein psychohistorischer Ansatz. Gruppe. Interaktion. Organisation. Zeitschrift Für An­ge­wand­te Organisationspsychologie (GIO), 50(1), 73–82. https://doi.org/10.1007/s11612-019-00443-7

Lange, S., & Rowold, J. (2019). Mindful lea­der­ship: Evaluation of a mindfulness-based leader intervention. Gruppe. Interaktion. Organisation. Zeitschrift Für An­ge­wand­te Organisationspsychologie, 50(3), 319–335. https://doi.org/10.1007/s11612-019-00482-0

Poethke, U., Klasmeier, K. N., Diebig, M., Hartmann, N., & Rowold, J. (2019). Ent­wick­lung eines Fragebogens zur Erfassung zentraler Merkmale der Ar­beit 4.0. Zeitschrift für Ar­beits- und Organisationspsychologie, 63(3), 129–151. https://doi.org/10.1026/0932-4089/a000298

Bormann, K. C., Poethke, U., Cohrs, C., & Rowold, J. (2018). Doing bad through being selective in doing good: The role of within-unit variability in ethical lea­der­ship. European Journal of Work and Organizational Psychology, 27(6), 683-699. https://doi.org/10.1080/1359432X.2018.1491550

Bormann, K. C., & Rowold, J. (2018). Construct proliferation in lea­der­ship style re­search. Organizational Psychology Review, 8(2-3), 149–173. https://doi.org/10.1177/2041386618794821

Lange, S., Bormann, K. C., & Rowold, J. (2018). Mindful lea­der­ship: Mindfulness as a new antecedent of destructive and transformational lea­der­ship behavior. Gruppe. Interaktion. Organisation. Zeitschrift Für An­ge­wand­te Organisationspsychologie, 49(2), 139–147. https://doi.org/10.1007/s11612-018-0413-y

Diebig, M., Bormann, K. C., & Rowold, J. (2017). Day-level transformational lea­der­ship and followers’ daily level of stress: A moderated mediation model of team cooperation, role conflict, and type of com­mu­ni­cation. European Journal of Work and Organizational Psychology, 26(2), 234–249. https://doi.org/10.1080/1359432X.2016.1250741

Diebig, M., Poethke, U., & Rowold, J. (2017). Leader strain and follower burnout: Exploring the role of transformational lea­der­ship behaviour. German Journal of Human Resource Management, 31(4), 329–348. https://doi.org/10.1177/2397002217721077

Rowold, J., Diebig, M., & Heinitz, K. (2017). The ef­fects of transformational and instrumental lea­der­ship on followers’ levels of cortisol. German Journal of Human Resource Management, 31(3), 219–237. https://doi.org/10.1177/2397002216689240

Borgmann, L., Rowold, J., & Bormann, K. C. (2016). Integrating lea­der­ship re­search: A meta-analytical test of Yukl’s meta-categories of lea­der­ship. Personnel Review, 45(6), 1340–1366. https://doi.org/10.1108/PR-07-2014-0145

Bormann, K. C., & Rowold, J. (2016). Ethical lea­der­ship’s potential and boundaries in organizational change: A moderated mediation model of employee silence. German Journal of Human Resource Management, 30(3-4), 225–245. https://doi.org/10.1177/2397002216649855

Bormann, K. C., & Rowold, J. (2016). Transformational lea­der­ship and followers’ objective performance over time: Insights from German basketball. Journal of Applied Sport Psychology, 28(3), 367–373. https://doi.org/10.1080/10413200.2015.1133725

Cohrs, C., Diebig, M., Rowold, J., & Bormann, K. C. (2016). Gütekriterien einer deut­schen Kurzform des Communicator Style Measure (CSM-D). Zeitschrift für Ar­beits-und Organisationspsychologie A&O, 60(3), 130-144. https://doi.org/10.1026/0932-4089/a000215

Diebig, M., Bormann, K. C., & Rowold, J. (2016). A double-edged sword: Relationship between full-range lea­der­ship behaviors and followers' hair cortisol level. The Leadership Quarterly, 27(4), 684–696. https://doi.org/10.1016/j.leaqua.2016.04.001

Rowold, J. (2014). Instrumental lea­der­ship: Extending the transformational-transactional lea­der­ship paradigm. Zeitschrift Für Personalforschung, 28(3), 367–390. https://doi.org/10.1177%2F239700221402800304