Personal Quarterly 4/2021

27 04 / 21 PERSONALquarterly LITERATURVERZEICHNIS Breevaart, K./Bakker, A. B./Demerouti, E./Derks, D. (2016): Who takes the lead? A multi-source diary study on leadership, work engagement, and job perfor- mance, Journal of Organizational Behavior, 37, 3, 309-325. Carte, T. A./Chidambaram, L./Becker, A. (2006): Emergent leadership in self- managed virtual teams, Group Decision and Negotiation, 15, 4, 323-343. Gerpott, F. H./Lehmann-Willenbrock, N./Voelpel, S. C./Van Vugt, M. (2019): It’s not just what is said, but when it’s said: A temporal account of verbal behaviors and emergent leadership in self-managed teams, Academy of Management Journal, 62, 3, 717-738. Hanna, A. A./Smith, T. A./Kirkman, B. L./Griffin, R. W. (2021): The emergence of emergent leadership: A comprehensive framework and directions for future research, Journal of Management, 47, 1, 76-104. Haslam, S. A./Reicher, S. D./Platow, M. J. (2020): The new psychology of lea- dership: Identity, influence and power. Routledge. Haslam, S. A./Steffens, N. K./Peters, K./Boyce, R. A./Mallett, C. J./Fransen, K. (2017): A social identity approach to leadership development: The 5R program. Journal of Personnel Psychology, 16, 3, 113-124. Kerschreiter, R./van Dick, R. (2017): Führung in Gruppen: Der soziale Identitäts- ansatz der Führung. In D. Frey/H.W. Bierhoff (Hrsg.), Enzyklopädie der Psychologie. Serie VI: Sozialpsychologie 3: Kommunikation, Interaktion und soziale Gruppenpro- zesse (S. 719-744). Hogrefe. Maurer, T. J./London, M. (2018): From individual contributor to leader: A role identity shift framework for leader development within innovative organizations. Journal of Management, 44, 4, 1426-1452. Nembhard, I. M./Edmondson, A. C. (2006): Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27, 7, 941-966. Stewart, G. L./Astrove, S. L./Reeves, C. J./Crawford, E. R./Solimeo, S. L. (2017): Those with the most find it hardest to share: Exploring leader resistance to the implementation of team-based empowerment, Academy of Management Journal, 60, 6, 2266-2293. Schyns, B./Kiefer, T./Kerschreiter, R./Tymon, A. (2011): Teaching implicit leadership theories to develop leaders and leadership: How and why it can make a difference. Academy of Management Learning & Education, 10, 3, 397- 408. Wellman, N./Newton, D. W./Wang, D./Wei, W./Waldman, D. A./LePine, J. A. (2019): Meeting the need or falling in line? The effect of laissez-faire formal leaders on informal leadership, Personnel Psychology, 72, 3, 337-359. Whiteley, P./Sy, T./Johnson, S. K. (2012): Leaders‘ conceptions of followers: Implications for naturally occurring Pygmalion effects, The Leadership Quarterly, 23, 5, 822-834. Zhang, C./Nahrgang, J. D./Ashford, S. J./DeRue, D. S. (2020): The risky side of lea- dership: Conceptualizing risk perceptions in informal leadership and investigating the effects of their over-time changes in teams. Organization Science, 31, 5, 1138-1158. SUMMARY Research question: Which constellations of aligning formal and informal leadership exist and how do they relate to outcomes? Methodology: We draw from previous research to develop a conceptual model outlining how formal leaders and team mem- bers claim and grant leadership. Practical implications: The formal leader and the team mem- bers should dynamically alternate between claiming and granting leadership without fighting for leadership. Less “I myself” and more “we together” should be the guiding principle. PROF. DR. RUDOLF KERSCHREITER Professur für Sozial-, Organisations- und Wirtschaftspsychologie Freie Universität Berlin E-Mail: rudolf.kerschreiter@fu-berlin.de http://www.fu-berlin.de/wiso PROF. DR. FABIOLA H. GERPOTT Professur für Personalführung WHU – Otto Beisheim School of Management E-Mail: fabiola.gerpott@whu.edu https://www.whu.edu/de/fakultaet/ management-group/leadership