This study investigates the influence of leadership on followers' identification with their work group. Adopting a qualitative research approach, it takes on the followers' perspective for inductively deriving leadership behaviors that pertain to the development of team identification. Based on in-depth data from members of seven teams in the context of UN peacebuilding operations, four aggregate leadership dimensions can be identified that are conducive to members' team identification: providing guidance, encouraging involvement, role modeling, and administering teamwork. Accordingly, this study adds to the exploration of leadership behaviors relevant for team identification that have not been considered by extant research. The results may lay the foundations for future investigations on complementary effects of different leadership behaviors for fostering followers' identification with their work group.
Dieser Beitrag widmet sich nach einer kurzen Diskussion der strategischen Ziele von M&A-Aktivitäten aus Sicht der Forschung der Einordnung der aus strategischer Sicht relevanten Prozesse im Rahmen eines M&A-Phasenmodells (vgl. Kapitel 1). Im zweiten Kapitel wird ein Überblick über den Status Quo der strategieorientierten M&A-Forschung aus den Bereichen Finanzwissenschaften, Organisationsforschung und Strategisches Management gegeben und mögliche Lücken definiert, welche Raum für neue Forschungsansätze eröffnen. Die Folgekapitel widmen sich einerseits der Erkundung von gemeinsamen Ansatzpunkten zwischen bestehenden, traditionellen Forschungsrichtungen (vgl. Kapitel 3); andererseits werden alternative Perspektiven beleuchtet, welche der zukünftigen, praxisorientierten M&A-Forschung neue Ansätze bieten können, um die bisher ungeklärten Forschungsfragen erneut aufzugreifen (vgl. Kapitel 4). Abschliessend fassen wir die methodischen und konzeptionellen Herausforderungen zusammen, denen sich die M&A-Forschung stellen muss (vgl. Kapitel 5).
Growing workforce diversity increases the likelihood that managers and subordinates will differ along demographic lines, a situation that has important implications for relationship quality and organizational outcomes. In a sample of 1,253 employees from 54 work-units, we investigate the effects of differences in disability status on individual performance and find that dissimilarity exhibits negative indirect relationships via leader-member-exchange (LMX) quality. Furthermore, we investigate the role of unit-level climate for inclusion in this relationship. In addition to a positive main effect of climate for inclusion on LMX relationships, we also find support for a buffering effect of unit-level climate for inclusion on the negative dissimilarity-LMX relationship for situations in which the supervisor, but not the subordinate, has a disability. This study contributes to the growing literature on diversity by investigating supervisor-subordinate differences in disability, an often neglected dimension of diversity, and by taking into account the specific constellation of differences, a fact that is overlooked in current literature. In addition, we focus on climate for inclusion as a potential tool for organizations to better leverage diversity in their firms, and are among the first to empirically examine this new construct.
