Hendrik Hüttermann
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PD Dr.
Last Name
Hüttermann
First name
Hendrik
Email
hendrik.huettermann@unisg.ch
Phone
+41 71 224 2377

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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.

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Beyond the mean: Understanding firm-level consequences of variability in diversity climate perceptions

2019-05 , Reinwald, Max , Hüttermann, Hendrik , Bruch, Heike

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Understanding the development of team identification: A qualitative study in UN peacebuilding teams

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.

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Leadership and team identification: Exploring the followers' perspective

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.

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Organizational Demographic Faultlines: Their Impact on Collective Organizational Identification, Firm Performance, and Firm Innovation

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.

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More than the average: Examining variability in employee perceptions of diversity climate

2018-08 , Reinwald, Max , Hüttermann, Hendrik , Bruch, Heike

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Gender Diversity in Führungsteams und Unternehmensperformanz: Eine Meta-Analyse

2015 , Reinwald, Max , Hüttermann, Hendrik , Kröll, Julia , Boerner, Sabine

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Mutual gains? Health-related HRM, collective well-being and organizational performance

2019-05-10 , Hüttermann, Hendrik , Bruch, Heike

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Effektive Führung heterogener Teams: Wie kann das Erfolgspotential von Diversity genutzt werden?

2017-03-01 , Boerner, Sabine , Hüttermann, Hendrik , Reinwald, Max

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Swim or sink together: The potential of collective team identification and team member alignment for separating task and relationship conflicts

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.

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