Hendrik Hüttermann
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Hüttermann
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Hendrik
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hendrik.huettermann@unisg.ch
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+41 71 224 2377

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  • Publication
    Power to the People—And Then? A Multilevel Leadership Perspective on Organizational Decentralization
    ( 2024-01)
    Hendrik Hüttermann
    ;
    Stefan Berger
    ;
    Max Reinwald
    ;
    Heike Bruch
    As organizations strive for more flexibility, decentralized decision-making has been at the core of many modern HR approaches. Yet, on a company-wide scale, it remains unclear whether decentralized decision-making structures improve organizational performance. Our study aims to illuminate prior ambiguous evidence by examining an employee-level mechanism underlying the organizational-level relationship between decentralization and performance, and scrutinizing the critical role of formal leaders for empowering employees in decentralized structures. Integrating the perspective of organizational structure as opportunities and constraints with social information processing theory, we argue that transferring decision-making authority to lower organizational levels positively affects employees' emergent leadership, but only to the extent that direct supervisors engage in empowering leadership and guide employees' behaviors in decentralized structures. Our predictions are supported by a multilevel, multisource field study of 5807 individuals across 144 companies. We further find that emergent leadership yields a positive effect on organizational performance. By developing a multilevel model that explicates both an employee-level mechanism and a contingency of the decentralization–organizational performance link, our study enriches understanding of the key role that formal leaders play for achieving the strategic goals of decentralized decision-making in organizations.
    Type: journal article
    Journal: Human Resource Management
    URL: https://onlinelibrary.wiley.com/doi/10.1002/hrm.22203?af=R
    DOI: 10.1002/hrm.22203
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/118904
    Scopus© Citations 1
  • Publication
    When Do Team Members Share the Lead? A Social Network Analysis
    ( 2022-05)
    Tillmann, Sebastian
    ;
    Hüttermann, Hendrik
    ;
    Sparr, Jennifer
    ;
    Boerner, Sabine
    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.
    Type: journal article
    Journal: Frontiers in Psychology
    Volume: 13,
    DOI: 10.3389/fpsyg.2022.866500
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/108775
    Scopus© Citations 2
  • Publication
    Organizational Demographic Faultlines: Their Impact on Collective Organizational Identification, Firm Performance, and Firm Innovation
    (Blackwell Publishing Limited, 2021-12-01)
    Leicht-Deobald, Ulrich
    ;
    Hüttermann, Hendrik
    ;
    Bruch, Heike
    ;
    Lawrence, Barbara S.
    In this study, we seek to understand the consequences of demographic faultlines at the organizational level. Drawing from the faultline and cross-categorization literature, we suggest that organizational demographic faultlines (based on age and gender) have the potential to either reduce or enhance employees’ collective organizational identification and, thereby, indirectly influence firm performance and innovation. Whether organizational demographic faultlines have detrimental or beneficial effects depends on the functional heterogeneity within faultline-based demographic subgroups, where heterogeneity is defined as the extent to which subgroup members belong to different functional departments. We theorize that this functional heterogeneity alters the degree of social integration between demographic subgroups. Results from a multisource field study of demographic faultlines among 5,495 employees in 82 small and medium-sized firms (< 250 employees) support our model. We demonstrate that organizational demographic faultlines have important consequences, and we show that functional heterogeneity changes whether these consequences are negative or positive.
    Type: journal article
    Journal: Journal of Management Studies
    Volume: 58
    Issue: 8
    URL: https://doi.org/10.1111/joms.12747
    DOI: 10.1111/JOMS.12747
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/109657
    Scopus© Citations 15
  • Publication
    Type: journal article
    Journal: Journal of Management Studies
    Volume: 56
    Issue: 6
    URL: https://doi.org/10.1111/joms.12446
    DOI: 10.1111/joms.12446
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/98655
    Scopus© Citations 58
  • Publication
    Type: journal article
    Journal: Journal of Organizational Behavior
    Volume: 40
    Issue: 4
    DOI: 10.1002/job.2344
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/98701
    Scopus© Citations 23
  • Publication
    Effektive Führung heterogener Teams: Wie kann das Erfolgspotential von Diversity genutzt werden?
    (Springer Fachmedien Wiesbaden GmbH, 2017-03-01)
    Boerner, Sabine
    ;
    Hüttermann, Hendrik
    ;
    Reinwald, Max
    Type: journal article
    Journal: Gruppe. Interaktion. Organisation. Zeitschrift für angewandte Organisationspsychologie : GIO
    Volume: 48
    Issue: 1
    DOI: 10.1007/s11612-017-0357-7
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/102562
  • Publication
    Understanding the development of team identification: A qualitative study in UN peacebuilding teams
    (Springer, 2017-04-01)
    Hüttermann, Hendrik
    ;
    Doering, Sebastian
    ;
    Boerner, Sabine
    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.
    Type: journal article
    Journal: Journal of Business and Psychology
    Volume: 32
    Issue: 2
    DOI: 10.1007/s10869-016-9446-9
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/102488
    Scopus© Citations 12
  • Publication
    Gender Diversity in Führungsteams und Unternehmensperformanz: Eine Meta-Analyse
    (Handelsblatt Fachmedien, 2015)
    Reinwald, Max
    ;
    Hüttermann, Hendrik
    ;
    Kröll, Julia
    ;
    Boerner, Sabine
    Type: journal article
    Journal: Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung : Zfbf
    Volume: 67
    Issue: 3
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/107411
  • Publication
    Swim or sink together: The potential of collective team identification and team member alignment for separating task and relationship conflicts
    (Sage Publ., 2015-08-01)
    Schaeffner, Melanie*
    ;
    Hüttermann, Hendrik*
    ;
    Gebert, Diether
    ;
    Boerner, Sabine
    ;
    Kearney, Eric
    ;
    Song, Lynda J.
    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.
    Type: journal article
    Journal: Group and Organization Management
    Volume: 40
    Issue: 4
    DOI: 10.1177/1059601114561059
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/106111
    Scopus© Citations 28
  • Publication
    Leadership and team identification: Exploring the followers' perspective
    (Elsevier, 2014-06)
    Hüttermann, Hendrik
    ;
    Döring, Sebastian
    ;
    Boerner, Sabine
    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.
    Type: journal article
    Journal: The Leadership Quarterly
    Volume: 25
    Issue: 3
    DOI: 10.1016/j.leaqua.2013.10.010
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/86888
    Scopus© Citations 31