Prof. Dr. Kai Bormann

CV

Since June 2021, Kai Bormann is Professor of Human Resource and Family Business Management at Bielefeld University. He joined Bielefeld University in 2017 as an Assistant Professor. He received his doctoral degree from TU Dortmund University and holds a German Diploma in Business Administration after studying at Bielefeld University, Trier University and Aarhus School of Business (Denmark). His research interests include leadership in organizations, change management and emotions in family businesses, organizational attachment, and behavioral ethics.

Kais research has been published in leading journals such as Journal of Management, The Leadership Quarterly, or European Journal of Work and Organizational Psychology.

Publications

Journal articles (peer-reviewed)

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2021

Bormann, K. C. & Gellatly (Forthcoming). It’s only abusive if I care: The moderation of organizational concern on abusive supervision, stress and work behaviors. Journal of Personnel Psychology.

Klasmeier, K. K., Millhoff, C., Schleu, J., E., Poethke, U. & Bormann, K. C. (2021). On the destructiveness of laissez-faire versus abusive supervision: A comparative, multilevel investigation of destructive forms of leadership. European Journal of Work and Organizational Psychology.

Bormann, K. C., Backs, S., & Hoon, C. (2021). What makes nonfamily employees act as good stewards? Emotions and the moderating roles of stewardship culture and gender roles in family firms. Family Business Review, 34(3), 251-269.

2020

Bormann, K. C. & Diebig, M. (2020). Following an uneven lead: Trickle-down effects of differentiated transformational leadership. Journal of Management.

Bormann, K. C., Hoon, C., Graffius, M. & Hansen, C. (2020). A trickle-down model of abusive supervision and firm performance in family and non-family firms. Academy of Management Best Paper Proceedings, 2020.

Diebig, M., & Bormann, K. C. (2020). The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective. German Journal of Human Resource Management, 34(3), 324-344.

2019

Bormann, K. C. (2019). Turning Daily Time Pressure into a Creative Day: The Interactionist Roles of Employee Neuroticism and Time Pressure Dirspersion. Applied Psychology: An international Review, 39: 1490.

Cohrs, C., Bormann, K. C., Diebig, M., Millhoff, C., Pachocki, K., & Rowold, J. (2019). Transformational leadership and communication: Evaluation of a two-day leadership development program. Leadership & Organization Development Journal. Advance online publication.

2018

Bormann, K. C. & Diebig, M. (2018). Trickle-down effects of differentiated leadership on lower level leadership and team helping. Academy of Management Best Paper Proceedings, 2018: 13985.

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, 6, 1-17.

Bormann, K. C. & Rowold, J. (2018). Construct proliferation in leadership style research: Reviewing pro and contra arguments. Organizatonal Psychology Review.

Lange, S., Bormann, K. C. & Rowold, J. (2018). Mindful leadership: mindfulness as a new antecedent of destructive and transformational leadership behavior. Gruppe. Interaktion. Organisation, 49, 139-147.

2017

Bormann, K. C. (2017). Linking daily ethical leadership to followers’ daily behaviour: the roles of daily work engagement and previous abusive supervision. European Journal of Work and Organizational Psychology, 26(4), 590–600.

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.

2016

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.

Bormann, K. C., Schulte-Coerne, P., Diebig, M., & Rowold, J. (2016). Athlete characteristics and team competitive performance as moderators for the relationship between coach transformational leadership and athlete performance. Journal of Sport and Exercise Psychology, 38(3), 268–281.

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

Bormann, K. C. & Rowold, J. (2016). Transformational leadership and followers’ objective performance development: Insights from German basketball. Journal of Applied Sport Psychology, 28, 367-373.

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.

Diebig, M., Bormann, K. C. & Rowold, J. (2016). A double-edged sword: Full-range leadership effects on followers' objective stress. The Leadership Quarterly, 27(4), 684-696.

2015

Block, C., Bormann, K. C. & Rowold, J. (2015). Ethische Führung - Validierung einer deutschen Adaption des Ethical Leadership at Work Questionnaire (ELW-D) nach Kalshoven, Den Hartog und De Hoogh (2011). Zeitschrift für Arbeits- und Organisationspsychologie A&O, 59(3), 130-143.

2014

Rowold, J., Borgmann, L. & Bormann, K. C. (2014). Which leadership constructs are important for predicting job satisfaction, affective commitment, and perceived job performance in profit versus non-profit organizations? Nonprofit Management & Leadership, 25(2), 147-164.