The Differential Effects of Transformational Leadership on Multiple Identifications at Work: A Meta‐analytic Model

Employees’ identifications are a valuable asset for modern organizations, and identification research has stressed the necessity to distinguish identifications according to their focus (i.e. organizational, team, or leader identification). Interestingly, transformational leadership (TFL) has been proposed to unfold its effects by transforming followers’ identifications and could thus be a powerful way to actively manage identification. However, it remains unclear whether TFL affects identifications with different foci similarly or whether it predominantly influences a specific focus. To resolve this puzzle, the authors conducted a meta‐analysis (k = 73; N = 20,543) and found that TFL (and each TFL sub‐dimension) is more strongly associated with leader identification than with organizational identification or team identification. By presenting a comprehensive model of TFL's effects on identifications, we show that leader identification mediates the relationships between TFL and collective identifications (i.e. organizational identification or team identification), illustrating that relational identification plays a crucial role in subsequently shaping collective identifications. Implications for research and practice are discussed.     

Managing Nationality Diversity: The Interactive Effect of Leaders’ Cultural Intelligence and Task Interdependence

In light of the workforce's increasing nationality diversity, our study explores the antecedents for the successful management of nationality diversity as visualized in a favourable diversity climate and enhanced team performance. We propose a double‐contingency model in which we argue that the effects of nationality diversity will be dependent upon task interdependence and leaders’ cultural intelligence. We propose that nationality diversity will be more consequential in more interdependent teams, in which team interactions and processes are more salient. Moreover, team leaders with higher cultural intelligence will possess the skills to foster adequate team processes and thereby enhance diversity climate and performance of nationally diverse, more interdependent teams. We collected multi‐source data from 63 work teams (N = 410) and their supervisors at a German facility management company. Moderated regression analyses supported the hypothesized three‐way interaction between nationality diversity, task interdependence and leaders’ cultural intelligence. Additional simple slope analysis showed that nationality diversity is positively related to diversity climate and performance only when both team leaders’ cultural intelligence and task interdependence are high. Our study not only provides recommendations for successful nationality diversity management but also yields theoretical implications for diversity and cultural intelligence research.     

Teamarbeit und Freiwilliges Arbeitsengagement

In this contribution organizational spontaneity and pro-social organizational behaviour are put into correlation with team work. Müller and Bierhoff (1994) have devised a model which starts out from a one-dimensional influence of the work group — obvious by a positive mood at work — on organizational spontaneity. This model is supplemented by a reciprocal model which also postulates a re-correlation between organizational spontaneity and team work with its components of effectiveness, cohesion, diversity and trust.     

Ist Coaching reine Prozessberatung oder sind hier auch andere Beratungsmodelle relevant?

The author discusses the question, if Coaching is more process consultation or more expert counselling. At first she explains the concept of Edgar Schein with its background. After this she describes the process of coaching with its special sequences of process consultation or expert consultation. Finally, the consequences for coaching education are discussed.     

The implementation and the cultural adjustment of functional family therapy in a Dutch psychiatric day-treatment center

Because of the increasing severity of adolescent problem behavior, evidence-based practices are becoming of interest as an alternative to traditional treatment with the behavior problems of adolescents in juvenile justice settings. Despite interest in evidence-based practices, questions exist regarding whether or not evidence-based intervention models can be successfully transported to cultures other than those in which they were developed. This article describes the transportation process of an American evidence-based family therapy (Functional Family Therapy [FFT]) into the service delivery system of a psychiatric day treatment center for juvenile delinquents in Amsterdam. The characteristics of FFT that make it cross-culturally sensitive are discussed. Results from the changes in service delivery suggest FFT can be successfully implemented in international settings with adjustments to make the model fit the culture(s) of The Netherlands without changing the model of FFT itself.     

Venture capital and risk perception

This study extends the current state of research on venture capital (VC) determinants by introducing a behavioral perspective. We focus on individuals’ risk perception and connect it to Hofstede’s cultural dimensions of individualism and uncertainty avoidance. Individualism is related to overoptimism and uncertainty avoidance is related to overcaution, and hence affect the perception of risk. In a cross-country empirical analysis with 49 countries, we find that individualism is positively associated with VC activity, whereas uncertainty avoidance is negatively associated with VC activity. Our results are robust to controlling for other determinants as well as using other proxies of VC activity, other time periods, and subsamples of countries.     

Imitation with intention and memory: An experiment

The experiment described in this paper analyzes imitation in an individual learning context. It supplements the results obtained for imitation in evolutionary processes.The paper makes three main contributions. First, it provides a clear distinction between intentional imitation and genuine learning. Second, it shows that players consider more than just last period's performance when choosing imitation examples. This contrasts with the assumption in most theoretical and experimental research. Third, since the design makes imitation explicit, it allows a detailed analysis of imitation behavior, showing that players do not imitate rationally.