Leadership and Employability
Prof. Dr. Katrin Böttcher / Dr. Anne-Grit Albrecht / Prof. Dr. Jörg Felfe
06/2015 - ongoing
Funding Body / Own Project
In times of growing and more frequent organizational change often including restructuring or downsizing (Wittekind, Raeder, & Grote, 2010), the labor market is changing. As a consequence, the concept of employment based on the stability of long-term relationships between employees and employers is disappearing (Arocena, Nunez, & Villanueva, 2007). It is because of these changes that the concept of employability (i.e., the ability to keep one’s job or get an alternative job one desires) has seen a sharp increase in attention (e.g., Rothwell, Jewell, & Hardie, 2009). Dae-Seok and colleagues consider managers to be decisive in developing their team members employability on the one hand and countering the unwanted effects of increased employability (like turnover) on the other hand (Dae‐seok Kang, Jeff Gold, & Daewon Kim, 2012). Additionally employees’s experience in and attachment to the organization are fundamentally determined by supervisors behaviors (Sparrowe & Liden, 1997). This study aims to take a closer look at the role of supervisors in the perceived employability of individuals. More specifically, this study examines the relationship between worker-perceived leadership style of his/her supervisor and perceived individual internal and external employability, as well as the relationship between supervisor similarity, with regards to gender, and perceived individual internal and external employability. This study would like to increase the empirical knowledge on the role of supervisor gender similarity and perceived employability of the subordinates.