@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, 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} } @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} } @article{SparrvanKnippenbergKearney2022, author = {Sparr, Jennifer L. and van Knippenberg, Daan and Kearney, Eric}, title = {Paradoxical leadership as sensegiving}, series = {Leadership \& organization development journal}, volume = {43}, journal = {Leadership \& organization development journal}, number = {2}, publisher = {Emerald Group Publishing Limited}, address = {Bingley}, issn = {0143-7739}, doi = {10.1108/LODJ-04-2021-0161}, pages = {225 -- 237}, year = {2022}, abstract = {Purpose Paradoxical leadership (PL) is an emerging perspective to understand how leaders help followers deal with paradoxical demands. Recently, the positive relationship between PL and follower performance was established. This paper builds on and extends this research by interpreting PL as sensegiving and developing theory about mediation in the relationship between PL and adaptive and proactive performance. Design/methodology/approach The paper develops a new measure for PL as sensegiving and provides a test of the mediation model with data from two different sources and two measurement times in a German company. Findings Multilevel mediation analysis (N = 154) supports the mediation model. Originality/value The paper presents sensegiving about paradox as a core element of PL, which informs the choice of change-readiness as mediator. This study also develops and validates a scale to measure PL in future research.}, language = {en} } @article{BussKearney2024, author = {Buss, Martin and Kearney, Eric}, title = {Navigating the unknown}, series = {Journal of occupational and organizational psychology}, journal = {Journal of occupational and organizational psychology}, publisher = {Wiley}, address = {Hoboken, NJ}, issn = {0963-1798}, doi = {10.1111/joop.12500}, pages = {7}, year = {2024}, abstract = {Visionary leadership is considered to be one of the most important elements of effective leadership. Among other things, it is related to followers' perceived meaningfulness of their work. However, little is known about whether uncertainty in the workplace affects visionary leadership's effects. Given that uncertainty is rising in many, if not most, workplaces, it is vital to understand whether this development influences the extent to which visionary leadership is associated with followers' perceived meaningfulness. In a two-source, lagged design field study of 258 leader-follower dyads from different settings, we show that uncertainty moderates the relation between visionary leadership and followers' perceived meaningfulness such that this relation is more strongly positive when uncertainty is high, rather than low. Moreover, we show that with increasing uncertainty, visionary leadership is more negatively related to followers' turnover intentions via perceived meaningfulness. This research broadens our understanding of how visionary leadership may be a particularly potent tool in times of increasing uncertainty.}, language = {en} } @article{FuerstenbergAlfesKearney2021, author = {F{\"u}rstenberg, Nils and Alfes, Kerstin and Kearney, Eric}, title = {How and when paradoxical leadership benefits work engagement}, series = {Journal of occupational and organizational psychology / British Psychological Society}, volume = {94}, journal = {Journal of occupational and organizational psychology / British Psychological Society}, number = {3}, publisher = {Wiley}, address = {Hoboken}, issn = {0963-1798}, doi = {10.1111/joop.12344}, pages = {672 -- 705}, year = {2021}, abstract = {Paradoxical leadership behaviour (PLB) represents an emerging leadership construct that can help leaders deal with conflicting demands. In this paper, we report three studies that add to this nascent literature theoretically, methodologically, and empirically. In Study 1, we validate an effective short-form measure of global PLB using three different samples. In Studies 2 and 3, we draw on the job demands-resources model to propose that paradoxical leaders promote followers' work engagement by simultaneously fostering follower goal clarity and work autonomy. The results of survey data from Studies 2 and 3 largely confirm our model. Specifically, our findings show that PLB is positively associated with follower goal clarity and work autonomy, and that PLB exerts an indirect effect on work engagement via these variables. Moreover, our results support a hypothesized interaction effect of goal clarity and work autonomy to predict followers' work engagement, as well as a conditional indirect effect of PLB on work engagement via the interactive effect. We discuss the practical implications for leaders and organizations. Practitioner points To effectively engage followers in their work, leaders should create work environments in which followers know exactly what to do (i.e., have high goal clarity), but at the same time can determine on their own how to do their work (i.e., have high work autonomy) To foster both goal clarity and work autonomy, leaders should combine communal (e.g., other-centred, flexibility-providing) and agentic aspects of leadership (e.g., maintaining decision control and enforcing performance standards). HR departments should design leadership trainings that help leaders to combine seemingly opposing, yet ultimately synergistic behaviours.}, language = {en} } @misc{KearneyRazinskasWeissetal.2022, author = {Kearney, Eric and Razinskas, Stefan and Weiss, Matthias and Hoegl, Martin}, title = {Gender diversity and team performance under time pressure}, series = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe}, journal = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe}, number = {7}, issn = {1867-5808}, doi = {10.25932/publishup-60655}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-606559}, pages = {18}, year = {2022}, abstract = {Findings in the extant literature are mixed concerning when and how gender diversity benefits team performance. We develop and test a model that posits that gender-diverse teams outperform gender-homogeneous teams when perceived time pressure is low, whereas the opposite is the case when perceived time pressure is high. Drawing on the categorization-elaboration model (CEM; van Knippenberg, De Dreu, \& Homan, 2004), we begin with the assumption that information elaboration is the process whereby gender diversity fosters positive effects on team performance. However, also in line with the CEM, we argue that this process can be disrupted by adverse team dynamics. Specifically, we argue that as time pressure increases, higher gender diversity leads to more team withdrawal, which, in turn, moderates the positive indirect effect of gender diversity on team performance via information elaboration such that this effect becomes weaker as team withdrawal increases. In an experimental study of 142 four-person teams, we found support for this model that explains why perceived time pressure affects the performance of gender-diverse teams more negatively than that of gender-homogeneous teams. Our study sheds new light on when and how gender diversity can become either an asset or a liability for team performance.}, language = {en} } @article{KearneyRazinskasWeissetal.2022, author = {Kearney, Eric and Razinskas, Stefan and Weiss, Matthias and Hoegl, Martin}, title = {Gender diversity and team performance under time pressure}, series = {Journal of organizational behavior}, volume = {43}, journal = {Journal of organizational behavior}, number = {7}, publisher = {Wiley}, address = {Hoboken}, issn = {0894-3796}, doi = {10.1002/job.2630}, pages = {1224 -- 1239}, year = {2022}, abstract = {Findings in the extant literature are mixed concerning when and how gender diversity benefits team performance. We develop and test a model that posits that gender-diverse teams outperform gender-homogeneous teams when perceived time pressure is low, whereas the opposite is the case when perceived time pressure is high. Drawing on the categorization-elaboration model (CEM; van Knippenberg, De Dreu, \& Homan, 2004), we begin with the assumption that information elaboration is the process whereby gender diversity fosters positive effects on team performance. However, also in line with the CEM, we argue that this process can be disrupted by adverse team dynamics. Specifically, we argue that as time pressure increases, higher gender diversity leads to more team withdrawal, which, in turn, moderates the positive indirect effect of gender diversity on team performance via information elaboration such that this effect becomes weaker as team withdrawal increases. In an experimental study of 142 four-person teams, we found support for this model that explains why perceived time pressure affects the performance of gender-diverse teams more negatively than that of gender-homogeneous teams. Our study sheds new light on when and how gender diversity can become either an asset or a liability for team performance.}, language = {en} } @article{BiemannKearneyMarggraf2015, author = {Biemann, Torsten and Kearney, Eric and Marggraf, Kathrin}, title = {Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level}, series = {The leadership quarterly : an international journal of political, social and behavioral science}, volume = {26}, journal = {The leadership quarterly : an international journal of political, social and behavioral science}, number = {5}, publisher = {Elsevier}, address = {New York}, issn = {1048-9843}, doi = {10.1016/j.leaqua.2015.03.003}, pages = {775 -- 789}, year = {2015}, abstract = {In a multilevel model of leadership behavior, we investigated whether and how empowering leadership affects individuals' career perceptions. We developed a conceptual model that links empowering leadership at the individual level and at the group level (mean as well as dispersion) to individuals' career self-efficacy and career satisfaction. To test our model, we used questionnaire data from a multilevel data set of 2493 employees in leadership positions nested in 704 teams from a large German corporation. Hierarchical linear regression analyses showed that empowering leadership at the individual level was positively related to career self-efficacy, which in turn mediated the relationship between empowering leadership and career satisfaction. Empowering leadership at the group level was positively related to career self-efficacy when it was conceptualized as leadership differentiation (i.e., the standard deviation of empowering leadership ratings), but not when it was conceptualized as leadership climate (i.e., mean empowering leadership ratings). Career self-efficacy in turn mediated the relationship between empowering leadership differentiation and career satisfaction. Finally, we found a negative relationship between empowering leadership. differentiation and career satisfaction. (C) 2015 Elsevier Inc. All rights reserved.}, language = {en} } @misc{GeorgeKearney2017, author = {George, Elizabeth and Kearney, Eric}, title = {Editorial}, series = {Organizational psychology review}, volume = {7}, journal = {Organizational psychology review}, number = {1}, publisher = {Sage Publ.}, address = {Thousand Oaks}, issn = {2041-3866}, doi = {10.1177/2041386617690945}, pages = {3 -- 3}, year = {2017}, language = {en} } @misc{GeorgeKearney2019, author = {George, Elizabeth and Kearney, Eric}, title = {Editorial}, series = {Organizational Psychology Review}, volume = {9}, journal = {Organizational Psychology Review}, number = {4}, publisher = {Sage Publ.}, address = {Thousand Oaks}, issn = {2041-3866}, doi = {10.1177/2041386619900697}, pages = {209 -- 210}, year = {2019}, language = {en} } @article{BussKearneyNoureenetal.2023, author = {Buss, Martin and Kearney, Eric and Noureen, Riffat and Gandhi, Nilima}, title = {Antecedents and effects of visionary leadership}, series = {Journal of leadership \& organizational studies}, volume = {30}, journal = {Journal of leadership \& organizational studies}, number = {4}, publisher = {Sage}, address = {Thousand Oaks, Calif.}, issn = {1548-0518}, doi = {10.1177/15480518231203637}, pages = {413 -- 427}, year = {2023}, abstract = {Scholars have argued that visionary leadership is an effective tool to motivate followers because it provides them with meaning and purpose. However, previous research tells us little about which leaders and under which circumstances leaders engage in visionary leadership. We draw on theories of human and social capital to argue that leader work centrality is an important antecedent of visionary leadership, and especially so for leaders with low organizational tenure. Moreover, we propose that visionary leadership then provides followers with meaningfulness and thereby decreases their turnover intentions. Our predictions were confirmed by data from a two-wave, lagged-design field study with 101 leader-follower dyads. Overall, our research identifies an important antecedent of visionary leadership, a specific situation in which this antecedent is particularly important, and provides empirical evidence for why visionary leadership can bind followers to an organization.}, language = {en} } @article{KearneyShemlavanKnippenbergetal.2019, author = {Kearney, Eric and Shemla, Meir and van Knippenberg, Daan and Scholz, Florian A.}, title = {A paradox perspective on the interactive effects of visionary and empowering leadership}, series = {Organizational Behavior and Human Decision Processes}, volume = {155}, journal = {Organizational Behavior and Human Decision Processes}, publisher = {Elsevier}, address = {San Diego}, issn = {0749-5978}, doi = {10.1016/j.obhdp.2019.01.001}, pages = {20 -- 30}, year = {2019}, abstract = {In a multi-source, lagged design field study of 197 leader-follower dyads, we test a model that predicts positive interactive effects of visionary and empowering leadership on follower performance. Based on the paradox perspective, we argue that visionary and empowering leadership are synergistic in that their combination enables leaders to address a key paradox inherent to leader behavior identified by Waldman and Bowen (2016): Maintaining control while simultaneously letting go of control. We argue that visionary leadership addresses the former and empowering leadership addresses the latter pole of this pair of opposites. Hence, in line with paradox thinking, we posit that leaders will engender more positive effects on follower performance when they enact visionary and empowering leadership behaviors simultaneously and adopt a "both-and" approach, rather than focus on one of these behaviors without the other. Our results support our hypothesized interactive effect of visionary and empowering leadership on goal clarity, as well as a conditional indirect effect such that goal clarity mediates the interactive effect of visionary and empowering leadership on individual follower performance.}, language = {en} }