@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} } @article{MeyerBurtscherJonasetal.2016, author = {Meyer, Bertolt and Burtscher, Michael J. and Jonas, Klaus and Schermuly, Carsten C. and Feese, Sebastian and Arnrich, Bert and Tr{\"o}ster, Gerhard}, title = {What good leaders actually do: micro-level leadership behaviour, leader evaluations, and team decision quality}, series = {European Journal of Work and Organizational Psychology}, volume = {25}, journal = {European Journal of Work and Organizational Psychology}, number = {6}, publisher = {Routledge}, address = {London}, pages = {773 -- 789}, year = {2016}, abstract = {We supplement broad definitions of leadership behaviour with the concept of micro-level leadership behaviour, leaders' verbal and non-verbal visible conduct and interaction. For the context of team decision-making, we identify two potentially beneficial micro-level leadership behaviours, question asking and behavioural mimicry. Specifically, we propose that under conditions of informational complexity and unshared information, participative leadership is most appropriate for team decision-making, that its effects are mediated by inquiring and empathy, and that question asking and mimicry are the behavioural micro-level manifestations of inquiring and empathy. We thus hypothesize that the effect of participative leadership on team decision quality and leader evaluation is mediated by question asking and mimicry. We conduct a laboratory experiment with student teams working on a hidden profile decision-making task and measure question asking through behavioural coding and mimicry with motion sensors. Results show that the effect of participative leadership on decision quality is mediated by question asking, and that the effect of participative leadership on leader evaluation as transformational is mediated by leaders' behavioural mimicry and question asking. Under control of these micro-level behaviours, team decision quality and leader evaluations were unrelated.}, language = {en} } @article{SchermulyMeyer2015, author = {Schermuly, Carsten C. and Meyer, Bertolt}, title = {Good relationships at work: The effects of Leader-Member Exchange and Team-Member Exchange on psychological empowerment, emotional exhaustion, and depression}, series = {Journal of Organizational Behavior}, volume = {37}, journal = {Journal of Organizational Behavior}, number = {5}, publisher = {Wiley}, address = {Hoboken, NJ}, pages = {673 -- 691}, year = {2015}, abstract = {Emotional exhaustion and depression pose a threat to employees' psychological health. Social relationships at work are important potential buffers against these threats, but the corresponding psychological processes are still unclear. We propose that the subjective experience of high-quality relationships with supervisors (i.e., Leader-Member Exchange [LMX]) is one of the protective factors against psychological health issues at work and that this effect is mediated by psychological empowerment. We tested these assumptions with two studies (one cross-sectional and one time lagged) on diverse samples of employees from different organizations. The first study employed emotional exhaustion as the outcome measure; the second used depression. Results from both studies support the proposed process by showing that LMX positively affects empowerment, which negatively affects emotional exhaustion (Study 1) and depression (Study 2). Additionally, Study 2 also showed that Team-Member Exchange is as important as LMX for preventing psychological health issues among employees.}, language = {en} }