TY - JOUR A1 - Shemla, Meir A1 - Kearney, Eric A1 - Wegge, Jürgen A1 - Stegmann, Sebastian T1 - Unlocking the performance potential of functionally diverse teams BT - the paradoxical role of leader mood JF - Journal of Occupational and Organizational Psychology N2 - 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. KW - team diversity KW - leader mood KW - collective team identification KW - information KW - elaboration KW - team performance Y1 - 2020 U6 - https://doi.org/10.1111/joop.12303 SN - 0963-1798 SN - 2044-8325 VL - 93 IS - 3 SP - 530 EP - 555 PB - Wiley CY - Hoboken 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 - TY - GEN A1 - Schaeffner, Mélanie A1 - Huettermann, Hendrik A1 - Gebert, Diether A1 - Boerner, Sabine A1 - Kearney, Eric A1 - Song, Lynda Jiwen T1 - Swim or sink together BT - the potential of collective team identification and team member alignment for separating task and relationship conflicts T2 - 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. T3 - Zweitveröffentlichungen der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe - 90 KW - task conflict KW - relationship conflict KW - collective team identification KW - team member alignment KW - cooperative goal interdependence Y1 - 2018 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-404827 ER - TY - JOUR A1 - Sparr, Jennifer L. A1 - van Knippenberg, Daan A1 - Kearney, Eric T1 - Paradoxical leadership as sensegiving BT - stimulating change-readiness and change-oriented performance JF - Leadership & organization development journal N2 - 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. KW - Paradoxical leadership KW - Sensegiving KW - Change-readiness KW - Adaptive KW - performance KW - Proactive performance Y1 - 2022 U6 - https://doi.org/10.1108/LODJ-04-2021-0161 SN - 0143-7739 SN - 1472-5347 VL - 43 IS - 2 SP - 225 EP - 237 PB - Emerald Group Publishing Limited CY - Bingley ER - TY - JOUR A1 - Buss, Martin A1 - Kearney, Eric T1 - Navigating the unknown BT - uncertainty moderates the link between visionary leadership, perceived meaningfulness, and turnover intentions JF - Journal of occupational and organizational psychology N2 - 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. KW - follower turnover intentions KW - perceived meaningfulness KW - uncertainty KW - visionary leadership Y1 - 2024 U6 - https://doi.org/10.1111/joop.12500 SN - 0963-1798 SN - 2044-8325 PB - Wiley CY - Hoboken, NJ ER - TY - JOUR A1 - Fürstenberg, Nils A1 - Alfes, Kerstin A1 - Kearney, Eric T1 - How and when paradoxical leadership benefits work engagement BT - the role of goal clarity and work autonomy JF - Journal of occupational and organizational psychology / British Psychological Society N2 - 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. KW - paradoxical leadership behaviour KW - paradox theory KW - job demands KW - resources KW - model KW - goal clarity KW - work autonomy KW - work engagement Y1 - 2021 U6 - https://doi.org/10.1111/joop.12344 SN - 0963-1798 SN - 2044-8325 VL - 94 IS - 3 SP - 672 EP - 705 PB - Wiley CY - Hoboken ER - TY - GEN A1 - Kearney, Eric A1 - Razinskas, Stefan A1 - Weiss, Matthias A1 - Hoegl, Martin T1 - Gender diversity and team performance under time pressure BT - The role of team withdrawal and information elaboration T2 - Zweitveröffentlichungen der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe N2 - 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. T3 - Zweitveröffentlichungen der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe - 189 KW - gender diversity KW - information elaboration KW - perceived time pressure KW - team KW - performance KW - team withdrawal Y1 - 2022 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-606559 SN - 1867-5808 IS - 7 ER - TY - JOUR A1 - Kearney, Eric A1 - Razinskas, Stefan A1 - Weiss, Matthias A1 - Hoegl, Martin T1 - Gender diversity and team performance under time pressure BT - the role of team withdrawal and information elaboration JF - Journal of organizational behavior N2 - 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. KW - gender diversity KW - information elaboration KW - perceived time pressure KW - team KW - performance KW - team withdrawal Y1 - 2022 U6 - https://doi.org/10.1002/job.2630 SN - 0894-3796 SN - 1099-1379 VL - 43 IS - 7 SP - 1224 EP - 1239 PB - Wiley CY - Hoboken ER - 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 - GEN A1 - George, Elizabeth A1 - Kearney, Eric T1 - Editorial T2 - Organizational psychology review Y1 - 2017 U6 - https://doi.org/10.1177/2041386617690945 SN - 2041-3866 SN - 2041-3874 VL - 7 IS - 1 SP - 3 EP - 3 PB - Sage Publ. CY - Thousand Oaks ER - TY - GEN A1 - George, Elizabeth A1 - Kearney, Eric T1 - Editorial T2 - Organizational Psychology Review Y1 - 2019 U6 - https://doi.org/10.1177/2041386619900697 SN - 2041-3866 SN - 2041-3874 VL - 9 IS - 4 SP - 209 EP - 210 PB - Sage Publ. CY - Thousand Oaks ER - TY - JOUR A1 - Buss, Martin A1 - Kearney, Eric A1 - Noureen, Riffat A1 - Gandhi, Nilima T1 - Antecedents and effects of visionary leadership BT - when and how leader work centrality is linked to visionary leadership and follower turnover intentions JF - Journal of leadership & organizational studies N2 - 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. KW - visionary leadership KW - leader work centrality KW - leader organizational tenure KW - follower meaningfulness KW - follower turnover intentions Y1 - 2023 U6 - https://doi.org/10.1177/15480518231203637 SN - 1548-0518 SN - 1939-7089 VL - 30 IS - 4 SP - 413 EP - 427 PB - Sage CY - Thousand Oaks, Calif. ER - TY - JOUR A1 - Kearney, Eric A1 - Shemla, Meir A1 - van Knippenberg, Daan A1 - Scholz, Florian A. T1 - A paradox perspective on the interactive effects of visionary and empowering leadership JF - Organizational Behavior and Human Decision Processes N2 - 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. KW - Visionary leadership KW - Empowering leadership KW - Goal clarity KW - Performance KW - Paradox Y1 - 2019 U6 - https://doi.org/10.1016/j.obhdp.2019.01.001 SN - 0749-5978 SN - 1095-9920 VL - 155 SP - 20 EP - 30 PB - Elsevier CY - San Diego ER -