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Florian Kunze
Former Member
Title
Prof. Dr.
Last Name
Kunze
First name
Florian
Phone
+41 71 224 2370
Homepage
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1 - 6 of 6
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PublicationTeam Boundary Work and Team Workload Demands: Their Interactive Effect on Team Vigor and Team EffectivenessDrawing from team-level job demands-resources theory, we hypothesize that team workload demands moderate the positive link between team boundary work (i.e., boundary spanning and boundary buffering) and team effectiveness (i.e., team innovation and team performance), such that boundary work is more beneficial for team effectiveness when teams face higher team workload demands. Furthermore, we predict that this interaction occurs through increased team vigor, where team vigor is defined as an affective emergent state characterized by positive valences and high activation levels experienced by team members. We largely find support for our model across two field studies: a cross-sectional survey using three independent data sources (89 automotive research and development teams, including 724 team members, 89 team leaders, and 18 managers) and a time-lagged survey using two independent data sources (139 teams working in a Chinese utility company, including 640 team members and 139 team leaders). Our article contributes to team research by broadening our understanding of when and how team boundary work is associated with greater team effectiveness.
Scopus© Citations 5 -
PublicationType: conference paper
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PublicationType: conference paperJournal: Academy of Management Proceedings
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PublicationThe Contextual Role of Collective-Focused and Differentiated Leadership Behaviors on the Link between Age-gender Faultlines and Team Innovative Performance(Pabst Science Publisher, 2014-09-21)Güntürkün, OnurIn this study we investigate if and when age-gender faultlines relate to team innovative performance. Based on social identity, social categorization, and social dominance theory we first hypothesize that team innovative performance is impaired if subgroups of old male members and young female members are formed within a team. In a second step, we apply the theoretical framework of inclusion in diverse teams and propose that both, creating collective belongingness and emphasizing the individual uniqueness of team members are important context factors to reach innovative performance in age-gender faultline teams. Therefore, we hypothesize that collective-focused leadership and differentiated individual-focused leadership, which are tailored toward the two distinct dimensions of the inclusion framework, are useful leadership behaviors for buffering the negative impact of age-gender faultlines on team innovative performance. We test the hypotheses using a sample of 89 research and development (R&D) teams from an automotive company. We find support for the main effect of age-gender faultlines on team innovative performance as well as the context role of differentiated individual-focused leadership, whereas collective-focused leadership turns out to be non-significant as a moderator.Type: conference paperJournal: Abstracts |... Kongress der Deutschen Gesellschaft für Psychologie
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PublicationAge/gender Faultlines and Team Innovation Behavior - Exploring the Role of Differentiated Leadership BehaviorPurpose Demographic age/gender faultlines might be a risk for the for the innovation behavior especially in teams working in the R&D sector of companies. Therefore, our research investigates differentiated leadership behavior— defined as differentiation of the individual dimensions (individual consideration, intellectual stimulation) of the transformational leadership construct (Wang & Howell, 2010; Wu et al., 2010)—as an intervention strategy to at least buffer the negative implications of these faultlines on innovation behavior. Design/methodology/approach Study hypotheses are tested among a multisource sample of 89 R&D teams from a German automotive company applying regression techniques. Results Age/gender faultlines are found to be strongly negative related to innovation behavior in R&D teams. This effect however is buffered by high levels of differentiated leadership behavior in these teams. These effects also hold, when controlling for collective focused leadership behavior as a competitive moderator. Limitations Hypotheses were tested in a cross‐sectional data set, which does not allow for conclusions of causality. Practical Implications Differentiated leadership is identified as promising leadership strategy to preserve innovation behavior in demographically diverse teams. Originality values In contrast to the existing diversity literature, which proposed collective focused leadership behavior as the most valuable leadership behavior in diverse teams (e.g., Kearney & Gebert, 2009; Kunze & Bruch, 2010), we argue that in teams with strong age/gender faultlines a differentiated individual leadership behavior, valuing the individual strengths of each employee might be more promising strategy to at least buffer the negative effects on innovation behavior.Type: conference paper
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PublicationType: newspaper articleJournal: Personal QuarterlyIssue: 4