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".
