@article{ShemlaKearneyWeggeetal.2020,
  author    = {Shemla, Meir and Kearney, Eric and Wegge, J{\"u}rgen and Stegmann, Sebastian},
  title     = {Unlocking the performance potential of functionally diverse teams},
  series = {Journal of Occupational and Organizational Psychology},
  volume    = {93},
  journal   = {Journal of Occupational and Organizational Psychology},
  number    = {3},
  publisher = {Wiley},
  address   = {Hoboken},
  issn      = {0963-1798},
  doi       = {10.1111/joop.12303},
  pages     = {530 -- 555},
  year      = {2020},
  abstract  = {In a multisource, lagged design field study of 66 consulting teams, we investigated the role of leader mood in unlocking the performance potential of functionally diverse teams. In line with our hypotheses, we found that, given high levels of leader positive mood, functional diversity was positively related to collective team identification. In contrast, given high levels of leader negative mood, functional diversity was positively associated with information elaboration in teams. Furthermore, results showed that functional diversity was most strongly related to team performance when both leader positive mood and leader negative mood were high. This study highlights the value of examining seemingly contradictory leadership aspects in the effort to gain a fuller understanding of how to foster performance in diverse teams. Practitioner points To effectively lead diverse teams, leaders need to navigate between the need to promote unique ideas (i.e., information elaboration) and the simultaneous need to pull together diverse members towards a common identity. Leader mood addresses both of these needs. When the team leader exhibited a positive mood, team functional diversity was positively related to members' identification with the team. By contrast, when the team leader displayed a negative mood, team functional diversity was positively related to information elaboration. Over a 12-day period, diverse teams performed best when the leader showed both positive and negative mood. Leaders of diverse teams are required to be sensitive to the affective tone of their team and aware of how their emotional displays influence team members' moods and behaviours as well as team processes.},
  language  = {en}
}
@misc{SchaeffnerHuettermannGebertetal.2015,
  author    = {Schaeffner, M{\´e}lanie and Huettermann, Hendrik and Gebert, Diether and Boerner, Sabine and Kearney, Eric and Song, Lynda Jiwen},
  title     = {Swim or sink together},
  series = {Group \& Organization Management},
  journal   = {Group \& Organization Management},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-404827},
  pages     = {33},
  year      = {2015},
  abstract  = {This article investigates collective team identification and team member alignment (i.e., the existence of short- and long-term team goals and team-based reward structures) as moderators of the association between task and relationship conflicts. Being indicators of cooperative goal interdependence in teams, both moderators are hypothesized to mitigate the positive association between the two conflict types. Findings from 88 development teams confirm the moderating effect for collective team identification, but not for team member alignment. Moreover, the moderating role of collective team identification is found to be dependent on the level of task conflict: It is more effective in decoupling task and relationship conflicts at medium as compared with high or low levels of task conflict.},
  language  = {en}
}
@misc{SchaeffnerHuettermannGebertetal.2015,
  author    = {Schaeffner, Melanie and H{\"u}ttermann, Hendrik and Gebert, Diether and Boerner, Sabine and Kearney, Eric and Song, Lynda Jiwen},
  title     = {Swim or Sink Together: The Potential of Collective Team Identification and Team Member Alignment for Separating Task and Relationship Conflicts},
  series = {Group \& organization management},
  volume    = {40},
  journal   = {Group \& organization management},
  number    = {4},
  publisher = {Sage Publ.},
  address   = {Thousand Oaks},
  issn      = {1059-6011},
  doi       = {10.1177/1059601114561059},
  pages     = {467 -- 499},
  year      = {2015},
  abstract  = {This article investigates collective team identification and team member alignment (i.e., the existence of short- and long-term team goals and team-based reward structures) as moderators of the association between task and relationship conflicts. Being indicators of cooperative goal interdependence in teams, both moderators are hypothesized to mitigate the positive association between the two conflict types. Findings from 88 development teams confirm the moderating effect for collective team identification, but not for team member alignment. Moreover, the moderating role of collective team identification is found to be dependent on the level of task conflict: It is more effective in decoupling task and relationship conflicts at medium as compared with high or low levels of task conflict.},
  language  = {en}
}