367 research outputs found
Leader Group Prototypicality and Job Satisfaction: The Moderating Role of Job Stress and Team Identification
No full textThe authors examined the relationship between leader group prototypicality (the extent to which a leader is representative of the collective identity) and job satisfaction as an indicator of leadership effectiveness. Leader group prototypicality was expected to interact with job stress and team identification, such that leader group protototypicality is more strongly related to job satisfaction for followers with higher job stress and team identification. Two cross-sectional surveys (N = 329 and N = 89) conducted with the employees of 4 Italian organizations provided support for this hypothesis. The authors discuss how these findings extend our understanding of leadership effectiveness within the social identity model of leadership. © 2007 American Psychological Association
rast_online_appendix – Supplemental material for Intergroup Leadership Across Distinct Subgroups and Identities
No full textSupplemental material, rast_online_appendix for Intergroup Leadership Across Distinct Subgroups and Identities by David E. Rast III, Michael A. Hogg and Daan van Knippenberg in Personality and Social Psychology Bulletin</p
Supplemental_File_(1) – Supplemental material for Intergroup relational identity: Development and validation of a scale and construct
No full textSupplemental material, Supplemental_File_(1) for Intergroup relational identity: Development and validation of a scale and construct by David E. Rast, Daan van Knippenberg and Michael A. Hogg in Group Processes & Intergroup Relations</p
Understanding Diversity
Full text linkDaan van Knippenberg is Professor of Organizational Behavior at RSM Erasmus University, Erasmus University Rotterdam, The Netherlands. His research interests include work group performance, especially work group diversity and group decision making, leadership, in particular the roles of self and identity, and of emotions, and social identity processes in organizations. In his inaugural address he argues that the effects of work group diversity on group performance should be understood in terms of two processes that have independent and interactive effects: elaboration of task-relevant information and social categorization. He outlines how an integrative model of these processes may explain inconsistent findings in diversity research and provide clear directions for the management of diverse groups. In this respect, he advocates in particular attention for group members’ understanding of work group diversity. Daan van Knippenberg is co-founder of the Erasmus Centre for Leadership Studies, and Associate Editor of Organizational Behavior and Human Decision Processes and of Journal of Organizational Behavior. His research is published in such academic outlets as Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and Annual Review of Psychology.The key question in diversity research is how differences between group members affect work group process and performance. Over 50 years of research have made clear that diversity can have positive as well as negative effects on performance, but research and practice are still struggling to formulate models that are able to make sense of these diverging effects and that offer clear guidance in how to manage diversity. The Categorization-Elaboration Model (CEM) addresses this issue. The CEM proposes that the effects of work group diversity on group performance should be understood in terms of two processes that have independent and interactive effects: elaboration of task-relevant information and social categorization. Diversity may have positive effects on performance to the extent that it engenders the exchange and integration of task-relevant information (elaboration). At the same time, diversity may be detrimental to performance to the extent that it engenders "us-them" distinctions (social categorization) and intergroup biases – especially because these intergroup biases disrupt information elaboration processes. The CEM also identifies the factors on which the occurrence of elaboration and social categorization processes is contingent, factors that may offer clear angles for the management of diversity
Ethical leaders and leadership effectiveness. The moderating role of individual differences in need for cognitive closure. Leader etici ed efficacia della leadership. Il ruolo moderatore delle differenze individuali relative al bisogno di chiusura cognitiva
No full textEthical leadership is an important factor in leadership effectiveness, but the study of the contingencies of its influence is still in its infancy. Addressing this issue we focus on the moderating role of followers’ need for cognitive closure, the disposition to reduce uncertainty and swiftly reach closure in judgment and decision, in the relationship between ethical leadership and its effectiveness. We propose that need for closure captures followers’ sensitivity to the uncertaintyreducing influence of ethical leadership. In a field survey study we found support for the hypothesis that perceived ethical leadership has a stronger (positive) relationship with leadership effectiveness for followers higher in need for closure. This support is found across two indicators reflecting different aspects of leadership effectiveness: effort investment and job satisfaction. We discuss how these findings advance our understanding of the uncertainty-reducing role of ethical leadershi
Follower need for cognitive closure as moderator of the effectiveness of leader procedural fairness
No full textLeader procedural fairness is an important factor in leadership effectiveness, but the study of the contingencies of its influence is still in its infancy. Addressing this issue we focus on the moderating role of follower need for cognitive closure, the disposition to reduce uncertainty and swiftly reach closure in judgement and decision. We propose that need for closure captures followers sensitivity to the uncertainty-reducing influence of leader procedural fairness. Across three studies designed to yield complementary evidence (two surveys and a scenario experiment), we find support for the hypothesis that perceived leader procedural fairness has a stronger (positive) relationship with leadership effectiveness for followers higher in need for closure. This support is found across a variety of indicators reflecting different aspects of leadership effectiveness: effort and performance, social identification, job satisfaction, and leader evaluations. We discuss how these findings advance our understanding of the uncertainty-reducing role of leader fairness
Understanding Diversity
Full text linkDaan van Knippenberg is Professor of Organizational Behavior at RSM Erasmus University, Erasmus University Rotterdam, The Netherlands. His research interests include work group performance, especially work group diversity and group decision making, leadership, in particular the roles of self and identity, and of emotions, and social identity processes in organizations. In his inaugural address he argues that the effects of work group diversity on group performance should be understood in terms of two processes that have independent and interactive effects: elaboration of task-relevant information and social categorization. He outlines how an integrative model of these processes may explain inconsistent findings in diversity research and provide clear directions for the management of diverse groups. In this respect, he advocates in particular attention for group members’ understanding of work group diversity. Daan van Knippenberg is co-founder of the Erasmus Centre for Leadership Studies, and Associate Editor of Organizational Behavior and Human Decision Processes and of Journal of Organizational Behavior. His research is published in such academic outlets as Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and Annual Review of Psychology.Diversity;group performance;group composition;team performance;team composition;social categorization;group decision making;information elaboration
Coping with organizational crisis: buffering effects of organization sector prototypicality and employee organizational identification
Full text linkWe explored the interactive role of an organization’s sector prototypicality (the extent to which the organization
embodies the prototype of its market sector) and employees’ identification with their organization
in buffering crises’ negative effects on perceived organizational performance. We propose (1) that highly
prototypical organizations are perceived as more able to cope with organizational crisis, because of their
capacity to reduce the threat associated with crisis, and (2) that this effect is augmented when employees
more strongly identify with their organization, presumably because of a higher trust in the organization’s
capacity to efficiently cope with crisis. Findings from two studies confirmed the hypotheses, by manipulating
(study 1) and measuring (study 2) organizational crisis and the organization’s sector prototypicality,
and by focusing on potential employees (study 1) and on employees of a company facing a financial crisis
(study 2). Theoretical and applied implications of results are discussed
Culturally diverse teams may require more central coordination than others
No full textBut there is such a thing as too much centralisation, find Christian Tröster, Ajay Mehra and Daan van Knippenber
Leadership and Fairness: The State of the Art
Full text linkResearch in leadership effectiveness has paid less to the role of leader fairness than probably it should have. More recently, this has started to change. To capture this development, we review the empirical literature in leadership and fairness to define the field of leadership and fairness, to assess the state of the art, and to identify a research agenda for future efforts in the field. The review shows that leader distributive, procedural, and especially interactional fairness are positively associated with criteria of leadership effectiveness. More scarce and scattered evidence also suggests that fairness considerations help explain the effectiveness of other aspects of leadership, and that leader fairness and other aspects of leadership, or the leadership context, may interact in predicting leadership effectiveness. We conclude that future research should especially focus on interaction effects of leader fairness and other aspects of leadership, and on the processes mediating these effects.Leadership effectiveness;Fairness
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