Leadership and Team Cohesiveness Across Cultures

Wendt, Hein; Euwema, Martin

doi:10.2139/ssrn.609306

Cited by 29 publications

(44 citation statements)

References 80 publications

(81 reference statements)

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“…Team cohesiveness is well-known as an important element of team dynamics. Defined as "the degree to which members of a group or team are attracted to a group or team and motivated to remain part of it" [48] (p. 359), team cohesiveness has been a focus of organizational academic research to develop efficient human resource strategies that improve value involving employees' membership, cooperative attitudes and teamwork performance [49].…”

Section: Moderating Roles Of Volunteer Team Cohesiveness Upon the Relmentioning

confidence: 99%

Generation Z’s Sustainable Volunteering: Motivations, Attitudes and Job Performance

2018

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Generation Z (Gen Z), the future of America's workforce, is forecasted to represent more than 30 million persons by 2020. Volunteer rates have been declining since 2002. Most compelling is that overall lowest volunteer rates were found to be within the Gen Z segment, with expectations of continued decline. Thus, this study explored motivations associated with sustainable volunteering by Gen Z based upon past research that documented intent to volunteer is strongly associated with age. In doing so, the Volunteer Functions Inventory was adopted to identify Gen Z motivations for volunteering. This study then employed the theory of planned behavior to test the relationships between Gen Z volunteering motivations, their attitudes and job performance using data obtained from 306 Gen Z volunteer special event participants. Among five motives identified to be important to Gen Z, only four motives ("value", "career", "learning" and "self-esteem") were found to significantly influence their attitudes. The 'social' motive was found to have no significant effect on their attitudes towards volunteering. This research framework was supported by validating the significant relationships between volunteer motivations, attitudes and job performance specific to the Gen Z volunteer segment. "Job training appropriateness" was found to be an important moderator for improving the relationships between Gen Z volunteer attitudes and job performance.

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Section: Moderating Roles Of Volunteer Team Cohesiveness Upon the Relmentioning

confidence: 99%

Generation Z’s Sustainable Volunteering: Motivations, Attitudes and Job Performance

2018

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“…Leaders' crafting of shared identity thus has direct implications for group members because people's capacity to categorize themselves in terms of a group membership is a critical determinant of their motivation (and hence performance; Haslam, Powell, & Turner, 2000;van Knippenberg, 2000; see also Wendt, Euwema, & van Emmerik, 2009). Following on from this, because people's self-categorization in terms of group membership relates to the performance of individual group members and the group as a whole (Ellemers, de Gilder, & Haslam, 2004; see also Zaccaro et al, 2002), we expect that leaders' cultivating of shared identity also feeds into group members' perceptions that they as a group are successful and performing well.…”

Section: Leaders' Management Of a Groupmentioning

confidence: 99%

Leaders Enhance Group Members' Work Engagement and Reduce Their Burnout by Crafting Social Identity

Steffens¹,

Haslam²,

Kerschreiter³

et al. 2014

German Journal of Human Resource Management

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Previous research has examined burnout and work engagement as a function of demands and resources at work. Yet we know little about the ways in which these are determined by people's social experience as a member of their workgroup as shaped, in particular, by leaders' management of shared identity. To address these issues, we propose a model in which leaders' identity entrepreneurship (the degree to which the leader promotes understanding of shared group identity) impacts on group performance through burnout and work engagement. We tested our model in a field study with 641 participants from the US working population who responded to their workgroup leader and indicated their health. Results indicated that when leaders acted as identity entrepreneurs, group members not only reported higher group performance but also experienced less burnout and were more engaged at work. Moreover, the relationship between identity entrepreneurship and group performance was mediated by an increase in work engagement and a reduction in burnout both of which in turn facilitated group performance. These findings suggest that what it means for healthprotective leaders to be 'transformational' is being capable of facilitating the development of a special sense of 'us' that they and group members share.

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“…For the present study, consideration and initiating structure were chosen because both styles have been shown to have important main effects on numerous criteria that are considered to be fundamental indicators of effective leadership (Euwema, Wendt, & Van Emmerik, 2007;Judge et al, 2004;Wendt, Euwema, & Van Emmerik, 2009). Further, these types of leadership behaviours are particularly relevant to study gender issues because of the documented stereotypes which people hold concerning these styles (Eagly & Johnson, 1990): men are believed to be more forceful, dominant, and motivated to master their environment and thus more inclined to use the initiating structure leadership behaviour.…”

Section: Leadershipmentioning

confidence: 99%

“…The literature on cross-cultural management shows that societal cultural differences have a pervasive influence on leadership behaviours (Hofstede, 2001;House et al, 2004;Van de Vliert, 2006;Wendt et al, 2009). As such, a considerable number of studies have shown that a societal culture helps to explain leadership behaviours (e.g.…”

Section: Q3mentioning

confidence: 99%

“…As such, a considerable number of studies have shown that a societal culture helps to explain leadership behaviours (e.g. Brodbeck et al, 2000;Gerstner & Day, 1994;Hofstede, 2001;House et al, 2004;Shaw, 1990;Smith, Peterson, & Schwartz, 2002), though there also appears to be some important commonalities in leader behaviour across cultures (Brodbeck et al, 2000;Wendt et al, 2009). Moreover, societal cultures have an impact on organizational cultures, which in turn impact leader behaviour (Hofstede, 2001;Hofstede & McCrae, 2004).…”

Section: Q3mentioning

confidence: 99%

See 1 more Smart Citation

Gender ratio, societal culture, and male and female leadership

Emmerik

Wendt²,

Euwema

2010

J Occupat & Organ Psyc

Self Cite

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Top management teams are worldwide largely composed of men, with relatively few female members. The gender ratio in top management is indicative of the position of women in management within the organization, as well as related to leadership behaviours of male and female managers. In the present study, the relative importance of societal culture, organizational, and individual characteristics in explaining leadership behaviours and the associations of gender and gender ratio with leadership behaviours are studied. Hypotheses are tested with multi-level analyses using a dataset with information from subordinates rating leadership behaviours of 12,546 managers in 437 organizations in 32 countries. The results show that in a three-level model (i.e. societal, organizational, and individual level) to explain leadership behaviours, differences in leadership behaviours are predominantly explained by individual differences, followed by organizational and societal differences. Further, after controlling for societal influences, a higher gender ratio (relatively more female managers), was positively associated with consideration and negatively related to initiating structure. Moreover, for male managers, there was a negative association between gender ratio and initiating structure, indicating that male managers in organizations with more female managers tend to engage less in initiating structure, whereas the leadership behaviours of female managers were not associated with the gender ratio.

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Leadership and Team Cohesiveness Across Cultures

Cited by 29 publications

References 80 publications

Generation Z’s Sustainable Volunteering: Motivations, Attitudes and Job Performance

Generation Z’s Sustainable Volunteering: Motivations, Attitudes and Job Performance

Leaders Enhance Group Members' Work Engagement and Reduce Their Burnout by Crafting Social Identity

Gender ratio, societal culture, and male and female leadership

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