Wendy P. van Ginkel

Team-oriented leadership: the interactive effects of leader group prototypicality, accountability, and team identification

We examined the interactive effects of leader group prototypicality, accountability, and team identification on team-oriented behavior of leaders, thus extending the social identity perspective on leadership to the study of leader behavior. An experimental study (N = 152) supported our hypothesis that leader accountability relates more strongly to team-oriented behavior for group nonprototypical leaders than for group prototypical leaders. A multisource field study with leaders (N = 64) and their followers (N = 209) indicated that this interactive effect is more pronounced for leaders who identify more strongly with their team. We discuss how these findings further develop the social identity analysis of leadership.

Good effects of bad feelings: Negative affectivity and group decision-making

Extending the growing interest in the relationship between affect and workgroup processes, we propose that groups make better use of their distributed information and therefore make better decisions when group members are higher in negative affectivity. In an experiment, we studied the influence of negative affectivity when information was distributed among group members and when group members had fully shared information. Results indicated that negative affectivity indeed stimulates group information processing and decision quality when information is distributed among group members.

Whose Brain to Pick? Boundary Spanning and Transactive Memory in Inter-Group Knowledge Integration

Knowledge exchange and integration across group boundaries are critical for knowledge intensive organizations. Prior research has investigated boundary-spanning ties on the individual as well as on...