@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}
}
@article{SchulzSchoellgenWendscheetal.2021,
  author    = {Schulz, Anika D. and Sch{\"o}llgen, Ina and Wendsche, Johannes and Fay, Doris and Wegge, J{\"u}rgen},
  title     = {The dynamics of social stressors and detachment},
  series = {International journal of stress management},
  volume    = {28},
  journal   = {International journal of stress management},
  number    = {3},
  publisher = {American Psychological Association},
  address   = {Washington},
  issn      = {1072-5245},
  doi       = {10.1037/str0000216},
  pages     = {207 -- 219},
  year      = {2021},
  abstract  = {This study examines the long-term dynamics of social stressors at work, psychological detachment, and their impact on employee well-being. Previous research has shown that social stressors are detrimental for employee well-being and the ability to mentally detach from work. However, longitudinal studies in this field are scarce, and typically, they only explore whether the level of stressors, or of detachment, at a given point in time has an effect on outcomes. That stressors and detachment may change over time, and that this change may have an independent effect in the process, has rarely been taken into consideration. Thus, it is unclear to what extent long-term dynamic effects also play a role in these relations. To address this question, we investigated whether change in detachment explains the long-term indirect relationship of change in perceived social stressors with change in emotional exhaustion and mental well-being. Data were taken from a longitudinal study of N = 246 registered nurses with up to 3 measurements over 1 year. Analyses were conducted with latent difference scores using a proportional change model. Results revealed that a decline in psychological detachment mediated the long-term effects of increases in social stressors at the workplace on subsequent change in emotional exhaustion and mental well-being. Thus, our study provides initial evidence for the underlying long-term dynamic nature of relationships among social stressors, detachment, and employee well-being, highlighting the incremental explanatory power of change in social stressors and in detachment, above and beyond their respective levels, in predicting change in well-being.},
  language  = {en}
}