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Petra Nieken

Karlsruhe Institute of Technology, Germany

IZA World of Labor provides the latest state of research at your fingertips. I am excited to be part of this project and hope policymakers, academics, and the general public will benefit from this knowledge

IZA World of Labor role

Author

Current position

Full Professor, Karlsruhe Institute of Technology, Germany

Research interest

Personnel economics, human resource management, future of work, leadership, behavioral economics

Website

https://www.ibu.kit.edu/english/1967_1975.php

Past positions

Adjunct Professor, University of Stavanger, Norway (2013–2017); Post-Doc, University of Bonn, Germany (2009–2014); Research assistant/PhD student, University of Cologne, Germany (2005–2009)

Qualifications

PhD in Economics and Management (Dr. rer. pol.), University of Cologne, Germany

Selected publications

  • "Charisma in the gig economy: The impact of digital leadership and communication channels on performance." Leadership Quarterly (Forthcoming).

  • "How (not) to motivate online workers: Two controlled field experiments on leadership in the gig economy." Leadership Quarterly 32:6 (2021) (with S. Fest, O. Kvaløy, P. Nieken, and A. Schöttner).

  • "Gender differences in sabotage: The role of uncertainty and beliefs." Experimental Economics 23:2 (2020): 353–391 (with S. Dato).

  • "Lying and reciprocity." Games and Economic Behavior 118 (2019): 193–218 (with S. Dato and E. Feess).

  • "Hidden benefits of reward—A field experiment on motivation and monetary incentives." European Economic Review 76 (2015): 188–199 (with O. Kvaløy and A. Schöttner).

article(s)

  • Digital leadership: Motivating online workers

    Which leadership techniques and tools should digital leaders use to communicate effectively with remote teams and gig workers?

    Petra Nieken, September 2022
    Remote work and digital collaborations are prevalent in the business world and many employees use digital communication tools routinely in their jobs. Communication shifts from face-to-face meetings to asynchronous formats using text, audio, or video messages. This shift leads to a reduction of information and signals leaders can send and receive. Do classical leadership and communication techniques such as transformational or charismatic leadership signaling still work in those online settings or do leaders have to rely on transactional leadership techniques such as contingent reward and punishment tools in the remote setting?
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