Leadership often serves as an explanatory category for performance outcomes (i.e., failure and success). This process can strengthen or weaken leadership effectiveness, because contingent on their performance leaders may gain or lose follower endorsement – the basis of leadership. Drawing on...

Team reflexivity, or the extent to which teams reflect upon and modify their functioning, has been identified as a key factor in the effectiveness of work teams. As yet, however, little is known about the factors that play a role in enhancing team reflexivity, and it is thus important to develop...

How does a representative's position in the group influence behaviour in intergroup negotiation? Applying insights from the social identity approach (specifically self-categorization theory), the effects of group member prototypicality, accountability, and group attractiveness on competitiveness...

Leader emotions may play an important role in leadership effectiveness. Extending this earlier research on leader emotional displays and leadership effectiveness, we propose that the “affective match” between follower positive affect (PA) and leaders’ emotional displays moderates the...

Prior studies of the effect of group identification on cooperation in social dilemmas have advanced two competing accounts of this effect, the goal-transformation hypothesis, which holds that identification implies a sense of collective self, which makes personal and collective goals...

In line with romantic views on leadership, leaders are traditionally held responsible for any kind of ethical misconduct in organizations. Through explicating the influence of followers on their leaders' (unethical) decision-making, we aim to add some nuances to this view with the present...

While Leader-Member Exchange (LMX) research shows that leaders engage in different kinds of relationships with different followers, it remains somewhat of an enigma why one and the same relationship is often rated differently by a leader and the respective follower. We seek to fill that...

Although there are numerous potential benefits to diversity in work groups, converging dimensions of diversity often prevent groups from exploiting this potential. In a study of heterogeneous decision-making groups, we examined whether the disruptive effects of diversity faultlines can be...

We conducted an experiment to show how the interplay between informational diversity and other dimensions of diversity can account for some of the inconsistent effects of informational diversity in previous research. 70 four-person groups involved in a decision-making task received homogeneous...

Research in leadership effectiveness has paid less to the role of leader fairness than probably it should have. More recently, this has started to change. To capture this development, we review the empirical literature in leadership and fairness to define the field of leadership and fairness, to...