Managing diversity and enhancing team outcomes: the promise of transformational leadership.

By Eric Kearney, Diether Gebert. Journal of Applied Psychology, 2009

647 citations recorded by the source corpus.

Subfields: Communication, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2bcf54a6cad5b64bbffd8672abcecb3534a39e8f

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Citations in the corpus

Diversity faultlines, shared objectives, and top management team performance (2011, background): “…research recently established that transformational leadership, a form of leadership associated with clarity and sharedness of goals (Schippers et al., 2008), is instrumental in reaping the benefits in diversity and preventing its negative effects (Kearney and Gebert, 2009; Shin and Zhou, 2007).”
Diversity in goal orientation, team reflexivity, and team performance (2011, background): “…been identified as a key mediating process in the relationship between diversity and group performance (e.g., Homan, van Knippenberg, Van Kleef, & De Dreu, 2007; Kearney & Gebert, 2009; van Ginkel & van Knippenberg, 2008, 2009; cf. Dahlin, Weingart, & Hinds, 2005; Mesmer-Magnus & DeChurch, 2009).”
Person-Group Fit (2015, background): “In their fit meta-analysis, KristofBrown et al. (2005) located only around a dozen studies on the topic, with none examining antecedent conditions to PG fit.”
Social Category Salience Moderates the Effect of Diversity Faultlines on Information Elaboration (2011, background): “As other recent research highlighted the role of leadership in diverse teams (Kearney & Gebert, 2009), leadership behavior aimed at decreasing the salience of social category salience if strong faultlines are present might be useful.”
Cultural Diversity and Team Performance: The Role of Team Member Goal Orientation (2013, background): “…processes on this process for a range of diversity attributes (Homan, Hollenbeck, Humphrey, van Knippenberg, Ilgen, & Van Kleef, 2008; Homan, van Knippenberg, Van Kleef, & De Dreu, 2007a; Kearney & Gebert, 2009; Kearney, Gebert, & Voelpel, 2009; Kooij-De Bode, van Knippenberg, & van Ginkel, 2008).”
Transformational leadership, leader support, and employee creativity (2011, background): “Researchers have examined the concept of transformational leadership intensively in recent years ( Kearney and Gebert, 2009”
Different Strokes for Different Teams: The Contingent Effects of Positive and Negative Feedback on the Creativity of Informationally Homogeneous and Diverse Teams (2017, background): “Finally, because the benefits of elaboration have also been shown for team performance (Kearney & Gebert, 2009) and decision-making (van Ginkel & van Knippenberg, 2008), it is possible that our findings on that external interventions affect team processes (e.g., Okhuysen & Eisenhardt, 2002).”
Effects of Inclusive Leadership on Employee Voice Behavior and Team Performance: The Mediating Role of Caring Ethical Climate (2017, background): “Current research shows that leadership inclusiveness correlates with diversity of team member behavior (Kearney and Gebert, 2009).”
Workplace spirituality and organizational commitment: an integrative model (2011, background): “sus on, and between-unit variance of, transformational leader behaviors, justifying aggregating leadership data at the unit level (e.g. Eisenbeiss et al. 2008; Zohar and Tenne-Gazit 2008; Kearney and Gebert 2009).”