@misc{SchermulyMeyerKauffeld2011, author = {Schermuly, Carsten C. and Meyer, Bertolt and Kauffeld, Simone}, title = {That's not my place: Diversity faultlines cause workgroup members to deny responsibility unless they are socially competent or used to skill variety}, year = {2011}, abstract = {Keine Angabe No details}, language = {en} } @misc{MeyerBurtscherFeeseetal.2011, author = {Meyer, Bertolt and Burtscher, Michael Josef and Feese, Sebastian and Arnrich, Bert and Tr{\"o}ster, Gerhard and Jonas, Klaus and Schermuly, Carsten C.}, title = {F{\"u}hrung ist Kommunikation: Sprachverhalten mediiert den Effekt des F{\"u}hrungsstils auf die Gruppenleistung}, year = {2011}, abstract = {Keine Angabe No details}, language = {de} } @misc{SchermulyMeyerScholl2011, author = {Schermuly, Carsten C. and Meyer, Bertolt and Scholl, Wolfgang}, title = {Effects of empowerment on interaction processes and on satisfaction}, year = {2011}, abstract = {Keine Angabe No details}, language = {en} } @misc{MeyerSchermuly2010, author = {Meyer, Bertolt and Schermuly, Carsten C.}, title = {Social category salience as a moderator of the effects of diversity faultlines on elaboration in diverse work groups}, url = {http://nbn-resolving.de/urn:nbn:de:0298-opus4-8953}, year = {2010}, abstract = {Keine Angabe No details}, language = {en} } @misc{MeyerJonasFeeseetal.2012, author = {Meyer, Bertolt and Jonas, Klaus and Feese, Sebastian and Tr{\"o}ster, Gerhard and Schermuly, Carsten C. and Arnrich, Bert}, title = {A social-signal processing approach to leadership: specific behaviors characterize considerate leaders}, year = {2012}, abstract = {Combining leadership research with findings from small group research and clinical psychology, we propose that three specific observable interaction behaviors of leaders are partially responsible for the positive effects of considerate leadership on team performance: Question asking, active listening, and behavioral mimicry, with the latter serving as a marker for rapport and empathy. In a laboratory experiment involving 55 three- person student groups who worked on a simulated personnel- selection task, we manipulated the leader's leadership style as being either considerate or inconsiderate. The number of questions asked by the leader in the subsequent team interaction was obtained through behavioral coding, and active listening and behavioral mimicry were measured through social signal processing (voice analysis and motion tracking). In partial support of the hypotheses, leaders' question asking and their active listening fully mediated the effect of the leadership manipulation on team performance. Leaders' behavioral mimicry predicted subordinates' ratings of the leader on the individualized consideration subscale and on the transformational leadership dimension of the MLQ questionnaire. Theoretical and practical implications are discussed.}, language = {en} } @misc{MeyerShemlaSchermuly2011, author = {Meyer, Bertolt and Shemla, Meir and Schermuly, Carsten C.}, title = {Faultlines, social category salience, and information elaboration in diverse teams}, year = {2011}, abstract = {Keine Angabe No details}, language = {en} } @misc{MeyerSchermulySchermuly2011, author = {Meyer, Bertolt and Schermuly, Carsten C. and Schermuly, Ren{\´e} A.}, title = {The psychological empowerment of vice-principals, its antecedents, and its effects on job satisfaction and burn-out}, year = {2011}, abstract = {Keine Angabe No details}, language = {en} }