Biomedical subjects

Daan van Knippenberg

Publications and source records attributed to Daan van Knippenberg.

10 recordsLinked to original sources

PubMed2007

Work group diversity.

Work group diversity, the degree to which there are differences between group members, may affect group process and performance positively as well as negatively. Much is still unclear about the effects of diversity, however. We review the 1997-2005 literature on work group diversity to assess the state of the art and to identify key issues for future research. This review points to the need for more complex conceptualizations of diversity, as well as to the need for more empirical attention to the processes that are assumed to underlie the effects of diversity on group process and performance and to the contingency factors of these processes.

Conflict, Psychological↗

PubMed2006

A special gift we bestow on you for being representative of us: Considering leader charisma from a self-categorization perspective.

Two experiments tested hypotheses, derived from social identity and self-categorization theories, regarding the attribution of charisma to leaders. In Experiment 1 (N=203), in-group prototypical leaders were attributed greater levels of charisma and were perceived to be more persuasive than in-group non-prototypical leaders. In Experiment 2 (N=220), leaders described with in-group stereotypical characteristics were attributed relatively high levels of charisma regardless of their group-oriented versus exchange rhetoric. Leaders described with out-group stereotypical characteristics, however, had to employ group-oriented rhetoric to be attributed relatively high levels of charisma. We conclude that leadership emerges from being representative of 'us'; charisma may, indeed, be a special gift, but it is one bestowed on group members by group members for being representative of, rather than distinct from, the group itself.

Adolescent↗

PubMed2005

Leader self-sacrifice and leadership effectiveness: the moderating role of leader prototypicality.

Self-sacrificing behavior of the leader and the extent to which the leader is representative of the group (i.e., group prototypical) are proposed to interact to influence leadership effectiveness. The authors expected self-sacrificing leaders to be considered more effective and to be able to push subordinates to a higher performance level than non-self-sacrificing leaders, and these effects were expected to be more pronounced for less prototypical leaders than for more prototypical leaders. The results of a laboratory experiment showed that, as expected, productivity levels, effectiveness ratings, and perceived leader group-orientedness and charisma were positively affected by leader self-sacrifice, especially when leader prototypicality was low. The main results were replicated in a scenario experiment and 2 surveys.

Adolescent↗

PubMed2005

Rewarding leadership and fair procedures as determinants of self-esteem.

In the present research, the authors examined the effect of procedural fairness and rewarding leadership style on an important variable for employees: self-esteem. The authors predicted that procedural fairness would positively influence people's reported self-esteem if the leader adopted a style of rewarding behavior for a job well done. Results from a scenario experiment, a laboratory experiment, and an organizational survey indeed show that procedural fairness and rewarding leadership style interacted to influence followers' self-esteem, such that the positive relationship between procedural fairness and self-esteem was more pronounced when the leadership style was high in rewarding behavior. Implications in terms of integrating the leadership and procedural fairness literature are discussed.

Adult↗

PubMed2005

The possessive self as a barrier to conflict resolution: effects of mere ownership, process accountability, and self-concept clarity on competitive cognitions and behavior.

The authors propose that people have difficulty managing conflict because they quickly develop ownership of arguments and positions they use in the dispute, that these arguments and positions become part of their (extended) self-concept, and that any opposition or counterargumentation therefore becomes an ego-threat. Four studies reveal that individuals value arguments and beliefs more when these are associated with the self and that anticipated or real opposition triggers ego-defensive cognition and behavior, including competitive communication, retaliatory responses, negative perceptions of the partner, and attitude polarization. These effects were weaker when epistemic needs were raised through process accountability or when individuals had high rather than low self-concept clarity. The authors conclude that because people develop ownership of arguments and make these part of their self-concept, conflict is difficult to manage and bound to escalate.

Adaptation, Psychological↗

PubMed2004

Work group diversity and group performance: an integrative model and research agenda.

Research on the relationship between work group diversity and performance has yielded inconsistent results. To address this problem, the authors propose the categorization-elaboration model (CEM), which reconceptualizes and integrates information/decision making and social categorization perspectives on work-group diversity and performance. The CEM incorporates mediator and moderator variables that typically have been ignored in diversity research and incorporates the view that information/decision making and social categorization processes interact such that intergroup biases flowing from social categorization disrupt the elaboration (in-depth processing) of task-relevant information and perspectives. In addition, the authors propose that attempts to link the positive and negative effects of diversity to specific types of diversity should be abandoned in favor of the assumption that all dimensions of diversity may have positive as well as negative effects. The ways in which these propositions may set the agenda for future research in diversity are discussed.

Cultural Diversity↗

PubMed2003

Continuing and changing group identities: the effects of merging on social identification and ingroup bias.

A social identity approach to the investigation of group-based reactions to a merger is outlined, in which a merger is analyzed in terms of the continuation or change of the pre-merger group identity. In two experiments, the relationship between pre-merger identification, post-merger identification, and ingroup bias was investigated using a minimal group paradigm. Results from both studies showed that the perceived continuation of the pre-merger group identity in the post-merger group strengthened the positive relationship between pre-merger identification and identification with the superordinate post-merger group. Moreover, perceived continuation strengthened, rather than reduced, ingroup bias at the subordinate level of the merged groups. Some theoretical and practical implications are discussed.

Analysis of Variance↗

PubMed2002

How do leaders promote cooperation? The effects of charisma and procedural fairness.

The present research examined the effect of leaders' procedural fairness and perceived charisma on an important organizational process: cooperation. Both charisma and procedural fairness were predicted to have a positive effect on cooperation, and procedural fairness and charisma were predicted to interact such that their effects are stronger alone than in conjunction. Results from a scenario experiment, a cross-sectional survey, and a laboratory experiment supported these predictions. Results from the laboratory study also showed that the interactive effect of leader charisma and procedural fairness on cooperation was mediated by their interactive effect on the sense of group belongingness. It is concluded that leader charisma and procedural fairness may engender cooperation because they appeal to relational concerns.

Adult↗

PubMed2002

How a group goal may reduce social matching in group performance: shifts in standards for determining a fair contribution of effort.

The authors investigated whether the presence of a specific group goal would reduce social matching (i.e., matching one's own performance to the performance expected from others) by serving as an alternative standard. As predicted, when there was no specific goal, the participants matched their own performance to the performance expected from other group members. When there was a specific group goal, the women no longer engaged in social matching, although that effect did not emerge among the men. Instead, the women's mean personal performance was close to the performance level representing an equal share of the group goal. Moreover, the participants' perceptions of a fair contribution mediated the performance of the men and the women, both in the presence and in the absence of a goal.

Achievement↗

PubMed2002

Organizational identification after a merger: a social identity perspective.

An analysis of the social identity processes involved in organizational mergers suggests that organizational identification after a merger is contingent on a sense of continuity of identity. This sense of continuity, in turn, is argued to be contingent on the extent to which the individual's own pre-merger organization dominates, or is dominated by, the merger partner. In support of this analysis, results of two surveys of merged organizations showed that pre-merger and post-merger identification were more positively related for members of dominant as opposed to dominated organizations, whereas perceived differences between the merger partners were more negatively related to post-merger identification for members of the dominated compared with the dominant organization.

Humans↗