Center for Leadership and People Management




Beiträge des CLPM beim 19th Congress of the European Association of Work and Organizational Psychology (EAWOP)

Eine Zusammenfassung der Forschungsbeiträge


Vom 29. Mai bis 1. Juni 2019 fand der 19. Kongress der European Association of Work and Organizational Psychology (EAWOP) in Turin, Italien statt. Dabei handelt es sich um den größten internationalen Kongress in Europa für den Bereich der Arbeits-, Wirtschafts- und Organisationspsychologie. Insgesamt fünf Beträge des Center for Leadership and People Management wurden im Rahmen des Kongresses präsentiert.
Sonja Kugler stellte ein Experiment zur experimentellen Manipulation von Psychologischem Kapital vor, Dr. Angela Kuonath präsentierte eine Längsschnittstudie zum Crossover von positivem Affekt zwischen Leader und Follower, bei Irmgard Mausz ging es um die Rolle von Emotionsarbeit im Kontext von wahrgenommenem emotionalen Anforderungs-Passung und Disengagement (Facette von Burnout), Karolina Nieberle zeigte Ergebnisse ihrer qualitativen Untersuchung von relationalen Prozessen in Teams und der Übernahme von Führung und Mariella Stockkamp präsentierte schließlich erste Ergebnisse ihrer Studie zur Veränderung von Mentoring Prozessen durch die digitale Transformation.

Veranstaltung | EAWOP 2019

Mehr Informationen zum 19. Kongress der European Association of Work and Organizational Psychology und das ausführliche Programm finden Sie hier (externer Link).

Zusammenfassung der Forschungsbeiträge

Im Folgenden finden Sie Zusammenfassungen der Forschungspräsentationen.

Is the best possible self intervention able to enhance state PsyCap? A randomized controlled trial
Kugler Sonja, Paulmichl Judith, Frey Dieter

Psychological capital (PsyCap) has been widely investigated in different contexts. However, most studies tend to be correlational nature. This study aims to manipulate PsyCap in an experimental setting by using the best possible self (BPS) intervention. Furthermore, it aims to explore weather a higher degree of PsyCap enhances creative performance.
Participants took part in an online pretest (N=171) which measured trait PsyCap as well as other variables (e.g. core self-evaluations). One week after completing the pretest participants were invited to another measurement and randomly distributed to either BSP (n=78) or the control condition (n=93). Both groups had to do a 15-minutes online writing assignment followed by the manipulation check. Finally participants performed at a creative performance test.
Results: Analysis of covariates will be conducted in order to examine whether PsyCap is significantly higher in the BPS condition compared to the control group. Furthermore, we will test weather participants in the BPS condition show significantly better results in the creative performance task compared to the control group.
Limitations: A limitation of experimental studies is the potential restriction of external validity.
Hence, generalizability may be a problem. Especially the creative task might be perceived as artificial.
Implications: A successful experimental manipulation would facilitate studies which are interested in causality. Moreover, it could be used practically in order to enhance PsyCap as a daily intervention.
Originality/Value: This study is the first to manipulate PsyCap not only in an experimental setting but also in a randomized controlled trial.

The Crossover of Positive Affect between Leader and Follower: A Longitudinal Perspective
Kuonath Angela, Pachler Daniela, Kühnel Jana, Frey Dieter

Purpose: Crossover as a transmission of positive and negative moods, emotions, and dispositions between closely connected people has been shown to be an important source of individuals’ psychological states and experiences. Whereas crossover research has mainly focused on partners in intimate relationships, this study extends recent research on crossover processes in the leadership context. By taking a longitudinal perspective it focuses on the direct leader-follower crossover of positive affect and the role of follower emotion regulation within this crossover process.
Design: We applied a longitudinal study with two measurement occasions (time lag: 2-3 weeks) among 53 leaders and their 205 followers.
Results: Applying multilevel hierarchical linear modeling revealed that leaders’ positive affect experienced at T1 predicted changes in followers’ positive affect at T2. Furthermore, this relation was fostered by followers applying the beneficial emotion regulation strategy of reappraisal. Both the direct and moderated crossover effect were in turn indirectly related to followers’ work engagement at T2.
Limitations: This study relies on self-report data.
Implications: The present study contributes to crossover research in the leadership context highlighting that leader affectivity even predicts changes in follower positive affect and in turn work related behavior.
Originality: First study to support the transmission of positive affect between leader and follower in a field context. The longitudinal perspective even allows to depict changes in follower affectivity. By including follower emotion regulation as boundary condition, it further supports a follower perspective in leadership research.

The double role of surface acting in the context of a perceived emotional demands-abilities fit and the burnout dimension disengagement
Mausz Irmgard, Kuonath Angela, Kennecke Silja, Frey Dieter

Purpose: In the service sector, the emotional labor strategy surface acting was found to be linked to various negative outcomes such as burnout. Also the perceived emotional demands–abilities (ED–A) fit seems to be associated with burnout. In this study, we examine the relation between the perceived emotional demands-abilities (ED-A) fit and the burnout dimension disengagement in the emotionally highly demanding profession of judges and the process in which surface acting is a potential harmful factor by mediating and moderating the forenamed relation.
Design: In a survey 713 judges in Germany participated in a two-part online study (time lag of 8 weeks). To test this study’s hypotheses, we used three sets of analyses including mediation and moderation analysis as well as structural equation modeling.
Results: As hypothesized, results imply that surface acting is both mediating and moderating the relation between the perceived ED-A fit and disengagement.
Limitations: This study only includes self-report information.
Practical Implications: Results help to gain a better understanding of the harmful role of surface acting as an emotional labor strategy. Also the findings indicate the relevance of a perceived ED-A fit in emotional labor jobs.
Originality: We are addressing a gap in the literature analyzing the process in which surface acting plays a double role within the relationship between the perceived ED-A fit and disengagement.

Co-creating leadership? A qualitative study of the dynamic relational processes in teams
Nieberle Karolina, Braun Susanne, Frey Dieter

Purpose: We seek to contribute to the current understanding of how multiple individuals in teams co-create leadership. We follow a qualitative-constructivist approach focusing closely on how leadership emerges through micro-level processes that take place between team members and in interaction with the team’s manager.
Design: Our methodology builds on Organizational Discourse Analysis and Grounded Theory. We collected data from 11 teams with 42 team members primarily based in a large city in the south of Germany (analysed to date: 25 interviews, 6 team exercises).
Results: Individual level processes that facilitated the co-creation of leadership include gaining awareness of relevant personal strengths, developing interest/motivation, and role taking. At the team level, we identified realizing similarities/positive relationships, trusting/feeling safe, developing team mental models, empowering each other, and solving problems/developing ideas. Managers affected leadership co-creation through initiating and enabling, providing teams with strategic advantages, and the approach to decision-making.
Limitations: The study utilizes qualitative methodology with data collection at one point in time and in a selective sample.
Implications: Findings suggest that leadership research must take multiple actors and levels within the team into account. Leadership as a dynamic, relational phenomenon requires the alignment of leadership actors in the space between formal managerial structures and emergent processes.
Originality/Value: Our research considers team members as knowledgeable agents who cocreate leadership. We specifically focus on team members’ use of language as means of communication, and seek to reveal what lies in the ‘space between’, in which leadership is co-created at multiple levels within teams.

Digital transformation of mentoring relationships – does personality matter?
Stockkamp Mariella Theresa, Hauser Alexandra, Frey Dieter

Purpose: Mentoring formats are changing as the number of e-mentoring programs increases. But does digitalization also change formal face-to-face (ftf) mentoring programs?
Design: N = 89 mentees participating in a formal, academic peer mentoring program completed two online surveys measuring mentee’s extraversion (t1) and degree of instant messaging (IM) in private or group chats, meeting frequency and satisfaction with mentor (t2) with a seven-month time-lag. We conducted a moderated mediation model to test the moderating effect of IM on the relation between extraversion and interaction frequency and the mediation effect of interaction frequency between extraversion and satisfaction with mentor.
Results: The results show a positive relationship between extraversion and meeting frequency. This relationship is negatively moderated by private IM. For extraverted mentees the relationship between extraversion and meetings frequency is reversed for those with high amount of IM. There was no significant effect of group IM. Meeting frequency mediated the relationship between extraversion and satisfaction with mentor.
Limitations: Limitations are restricted external validity due to the special context of the program. Also, the impact on further outcomes like mentoring received as well as long-term effects should be investigated.
Implications: The results suggest that the amount of IM affects mentoring behavior, which should be considered when initiating ftf mentoring programs.
Value: This study sheds light on how digitalization is changing the mentoring-landscape, by taking
individual differences into account and contributing to the discussion who is influenced how by
changing means of communication.