Objective: Leaders differ in their personalities from non-leaders. However, when do these differences emerge? Are leaders "born to be leaders" or does their personality change in preparation for a leadership role and due to increasing leadership experience? Method: Using data from the German...

Changing employment conditions lead to new chances, but also new risks for employees. In the literature, increasing permeability between occupational and private life is discussed as one special outcome of this development that employees must face, especially those in highly qualified positions....

Changing employment conditions lead to new chances, but also new risks for employees. In the literature, increasing permeability between occupational and private life is discussed as one special outcome of this development that employees must face, especially those in highly qualified positions....

Changing employment conditions lead to new chances, but also new risks for employees. In the literature, increasing permeability between occupational and private life is discussed as one special outcome of this development that employees must face, especially those in highly qualified positions....

This study used data from the German Socio-economic Panel to examine gender differences in the extent to which self-reported subjective well-being was associated with occupying a high-level managerial position in the labour market, compared with employment in non-leadership, non-high-level...

This study used data from the German Socio-economic Panel to examine gender differences in the extent to which self-reported subjective well-being was associated with occupying a high-level managerial position in the labour market, compared with employment in non-leadership, non-high-level...

Over the past year, the proportion of women serving on the executive and supervisory boards of the top 100 largest banks in Germany rose slightly to almost nine and 23 percent, respectively. However, growth has come to a halt in the 60 largest insurance companies: on both executive and...

The gender quota for supervisory boards in Germany is effective: by the end of 2017, the proportion of women on the supervisory boards of a good 100 companies that are subject to the quota had risen to 30 percent-three percentage points more than in the previous year. Almost two-thirds of the...

Women still earn less than men on average in Germany. This applies to management positions even more: between 2010 and 2016, there was an average gender pay gap of 30 percent in gross hourly earnings. If gender-specific differences in relevant wage determinants are excluded, a pay gap of 11...