TY  - JOUR
A1  - Biemann, Torsten
A1  - Kearney, Eric
A1  - Marggraf, Kathrin
T1  - Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level
JF  - The leadership quarterly : an international journal of political, social and behavioral science
N2  - 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.
KW  - Empowering leadership
KW  - Career self-efficacy
KW  - Career satisfaction
KW  - Multilevel analysis
Y1  - 2015
U6  - https://doi.org/10.1016/j.leaqua.2015.03.003
SN  - 1048-9843
SN  - 1873-3409
VL  - 26
IS  - 5
SP  - 775
EP  - 789
PB  - Elsevier
CY  - New York
ER  - 
TY  - JOUR
A1  - Schaeffner, Melanie
A1  - Hüttermann, Hendrik
A1  - Gebert, Diether
A1  - Boerner, Sabine
A1  - Kearney, Eric
A1  - Song, Lynda Jiwen
T1  - Swim or Sink Together: The Potential of Collective Team Identification and Team Member Alignment for Separating Task and Relationship Conflicts
JF  - Group & organization management
N2  - 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.
KW  - task conflict
KW  - relationship conflict
KW  - collective team identification
KW  - team member alignment
KW  - cooperative goal interdependence
Y1  - 2015
U6  - https://doi.org/10.1177/1059601114561059
SN  - 1059-6011
SN  - 1552-3993
VL  - 40
IS  - 4
SP  - 467
EP  - 499
PB  - Sage Publ.
CY  - Thousand Oaks
ER  -