Hendrik Hüttermann

Shared leadership is not only about individual team members engaging in leadership, but also about team members adopting the complementary follower role. However, the question of what enables team members to fill in each of these roles and the corresponding influence of formal leaders have remained largely unexplored. Using a social network perspective allows us to predict both leadership and followership ties between team members based on considerations of implicit leadership and followership theories. From this social information processing perspective, we identify individual team members' political skill and the formal leaders' empowering leadership as important qualities that facilitate the adoption of each the leader and the follower role. Results from a social network analysis in a R&D department with 305 realized leadership ties support most of our hypotheses.

Purpose: The goal of our study was to scrutinize the psychological processes that occur in individuals when developing identification with a highly diverse team. Design/Methodology/Approach: A qualitative, theorygenerating approach following the principles of grounded theory was chosen as research design. Data were obtained from 63 personal interviews with members of seven UN peacebuilding teams in Liberia and Haiti. These teams were particularly well suited for analyzing the dynamics of identification processes as they constitute extreme cases with respect to team members' identity diversity. Findings: Our analysis reveals four different processes that occur as individuals develop team identification (TI): enacting a salient identity, sensemaking about team experience, evaluating collective team outcomes, and converging identity. Implications: We can show that team members engage in both individual- and collective-directed sensemaking processes during TI development, thereby using internal (i.e., other team members) and external points of reference (i.e., team-external actors) for ingroup/outgroup comparisons. Moreover, our study reveals different modes of identity convergence (i.e., active, reactive, and withdrawal) which are associated with different types of TI (i.e., deep-structured TI, situated TI, and disidentification). Originality/Value: Although team members' identification with their workgroup has long been considered important for effective team functioning, knowledge about its development has remained limited and largely without empirical footing from a real-world team context. Our study represents the first empirical attempt to inductively identify the processes that occur in individuals as they develop TI.

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.

This study investigates the influence of leadership on followers' identification with their work group. Adopting a qualitative research approach, it takes on the followers' perspective for inductively deriving leadership behaviors that pertain to the development of team identification. Based on in-depth data from members of seven teams in the context of UN peacebuilding operations, four aggregate leadership dimensions can be identified that are conducive to members' team identification: providing guidance, encouraging involvement, role modeling, and administering teamwork. Accordingly, this study adds to the exploration of leadership behaviors relevant for team identification that have not been considered by extant research. The results may lay the foundations for future investigations on complementary effects of different leadership behaviors for fostering followers' identification with their work group.

Many organizations have seen their workforce become increasingly diverse over the past few decades and a prevalent notion is that this growing diversity gives rise to conflicts within workgroups. However, empirical findings on the association between diversity and conflict in teams are mixed. Therefore, our study provides a comprehensive meta-analysis on the question whether and how diversity and conflict in teams are interrelated. In particular, we examine the associations between different types of diversity (i.e., informational, social category, and value diversity) as well as specific informational and social category diversity attributes (i.e., function, education, organizational tenure, age, gender, ethnicity, nationality, and culture) and task, relationship, and process conflict. Moreover, we analyze the influence of both team context (i.e., team type, team size, and team tenure) and methodological moderators (among them study setting, subjects, and organizational level of analysis). Based on 313 effect sizes from 77 studies comprising 6,446 teams, we find small, positive associations of both informational and value diversity with task conflict, all three types of diversity with relationship conflict, and value diversity with process conflict. In addition, moderator analyses reveal several noteworthy contingencies of the diversity-conflict associations. We discuss our findings and implications for future research.