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Zentrum für HochschulBildung
Studenten im Sommer auf dem Campus Nord, rote Zahnräder im Hintergrund © Roland Baege​/​TU Dortmund

Selected Publications

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

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Location & approach

Coming from the west: B 1, exit Dortmund-Mitte (WDR/ZVS), then twice right on Wittekindstraße. At the trafic light straight ahead. First road on the right (Querstraße), which lead onto Hohe Straße. Turn right. After next trafic light pass the subway station and then turn right to the Zentrum für Weiterbildung (signposted).

Attention: Do not drive into the underpass!

 

Coming from the east: B 1, exit Ruhrallee (B 54) direction Dortmund-Mitte/Lünen until the next trafic light. Turn left into Markgrafenstraße. Drive Markgrafenstraße straight ahead until the trafic light at Hohe Straße. Turn left and pass the subway station and then turn right to the Zentrum für Weiterbildung (signposted).

Attention: Do not drive into the underpass!

The closest subway stations are Polizeipräsidium and Westfalenhallen. Both can be reached by the subway line U45/U46. There is also a bus stop (bus 450) at Westfalenhallen.

From Dortmund Airport you can take the AirportExpress to Dortmund Hauptbahnhof (central station, 20 minutes). From there you can reach us via the subway U45 to Westfalenhallen. Exit at Westfalenhallen. You can also travel by train from Dusseldorf Airport to Dortmund Hauptbahnhof.

Interactive map

The facilities of TU Dortmund University are spread over two campuses, the larger Campus North and the smaller Campus South. Additionally, some areas of the university are located in the adjacent "Technologiepark".

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