Integrating ritual chain theory and the self-concept-based theory of transformational leadership, we propose a model on how transformational leadership influences productive team energy through team boundary spanning. Productive team energy is the extent to which teams have mobilized their collective cognitive, affective, and behavioral resources. The results, based on multilevel structural equation modeling of data from 121 R&D-teams, comprising 896 employees and 98 team leaders, support our model. Furthermore, our results partly indicate that the link between transformational leadership and team boundary spanning is strengthened when a team's demographic diversity is high. Our study contribute to the new emerging field of human energy in organizations by theoretically expanding this field to include interactions at the team level and providing first insights into which mechanisms create productive energy in teams.
Studienbrief für die Lehre - Diese Lerneinheit wurde zur Nutzung im Rahmen des MBA Studiengangs Sustainability Management an der Leuphana Universität Lüneburg entwickelt. Der Studienbrief wurde ursprünglich von Matthias König geschrieben und in weiteren Auflagen von Christoph Schank, Alexander Lorch und Thomas Hajduk überarbeitet.
Although diversity management and corporate social responsibility share some similarities, their similarities and differences have rarely been discussed. The chapter provides a systematic comparison between diversity management and corporate social responsibility as managerial concepts. It outlines their respective origins as well as societal drivers. Deriving from mostly German companies, general ways of implementation and common instruments are described. Furthermore, difficulties of measuring the benefits of CSR and diversity management are discussed. The chapter concludes with thoughts on the relation between corporate social responsibility and diversity management focusing on possible areas of conflict and synergies.
