Forschung

Non-Prototypical Leaders: Challenges and Remedies

Details

Leaders that do not match followers’ implicit prototype of how a leader looks like or what makes an effective leader (e.g., in terms of age, gender, ethnicity, or sexual orientation) are less likely to emerge as a leader, and experience negative biases in how their performance is evaluated after they have obtained a leadership position.

This research topic centers on illuminating when and why non-prototypical leaders suffer, and which factors improve chances of non-prototypical leaders to rise on the career ladder and be seen as effective.

Leadership and Well-Being

Details

Employee burnout, stress, and poor well-being are at an all-time high, which is not only problematic for employees but also costly for firms and society.

The saying “People join firms but leave managers” suggests a key role of leaders in motivating, caring and retaining employees. Current research demonstrates that leadership is an important workplace determinant of employee well-being.

Our research focuses on the contingencies and mechanisms of the relationship between leader behaviors and well-being.

Team Diversity Training: Effects and Contingency Factors

Details

Diversität in Teams wird als ein zweischneidiges Schwert beschrieben, weil es positive und negative Konsequenzen für die Zusammenarbeit haben kann. Unterschiede in der Nationalität, dem Geschlecht, der Bildung oder anderen Merkmalen können auf Grund eines verbreiterten Pools an Wissen und Perspektiven zu erhöhter Kreativität, Entscheidungsqualität und Leistung führen. Andererseits führen Unterschiede häufig auch zu Subgruppen und Konflikten, was die Teamleistung verringert. Diversität bedarf daher eines aktiven Managements. In diesem Zusammenhang stellt Diversitäts-Training eine wichtige Strategie des Diversitätsmanagements dar.

Vor diesem Hintergrund untersuchen wir an der Professur für Personal und Organisation, unter welchen Bedingungen ein Diversitäts-Training dem Erfolg eines Teams zugutekommt.