Rudolf Kerschreiter
Biographic Data
| ID | 4230551 |
|---|---|
| NAME | Rudolf Kerschreiter |
| GIVEN NAMES | Rudolf |
| FAMILY NAME | Kerschreiter |
| SIGNATURE | KERSCHREITER R |
| AFFILIATIONS | Freie Universität Berlin |
| ORCID | 0000-0003-0281-0261 |
| VERIFIED | Yes |
| TOTAL WORKS | 15 |
| TOTAL CITATIONS | 51 |
| WORKS AS AUTHOR | 15 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2002 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 4 |
Individual- and Collective-Focused Leadership
Leaders need to consider employees both as distinct individuals and as integral members of a collective to effectively address their needs. Drawing on self-determination theory (SDT), this study examines how individual- and collective-focused leader behaviors address employees’ autonomy, relatedness, and competence need satisfaction, influencing their intentions and behaviors. We propose that individual-focused behaviors (empowering leadership) a…
The value of leaders we trust and leaders who make us stronger
This study investigates the critical role of social identity in leadership, specifically examining identity leadership (IL) and the unique contributions of its four subdimensions: identity prototypicality, identity advancement, identity entrepreneurship, and identity impresarioship. To date, research has largely focused on the global construct of identity leadership and shown that in organizational contexts, it is a predictor of a range of outcom…
Encouraging Individual Contributions to Net-Zero Organizations
To contribute to a better understanding of the determinants of climate-friendly organizational behavior, we study the potential of behavioral policy interventions and social norms to foster individual contributions to organizational decarbonization initiatives. We investigate the effects of different types of behavioral policy interventions (default nudges vs. short-term boosts) in isolation and when they are combined with normative appeals to ad…
Far but close
As modern work is increasingly characterised by virtual collaboration, leaders have to coordinate teams across multiple work sites. One way to align dispersed team members towards collective goals is to strengthen their identification with the team. However, little is known about how to strengthen identification in virtual teams that do not share a physical environment. We conducted interviews based on the critical incident technique with 26 virt…
Political leaders' identity leadership and civic citizenship behavior
Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the…
Innovation across cultures
Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships betwe…
With a little help from my friends? Acculturation and mental health in Arabic-speaking refugee youth living with their families
Policies that provide refugee youth with access to language classes and social activities with peers do not only enable them to actively participate in a new society but may also have a positive effect on their mental health
Identity Leadership, Employee Burnout and the Mediating Role of Team Identification
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD)…
How positive and negative contact experiences relate to identification and acculturation of persons with a migration background
Badea, Jetten, Iyer, and Er‐Rafiy proposed a model that specifies immigrants’ experienced rejection by majority and minority groups and social identification with these groups as predictors of their acculturation attitudes. The present research tested an extended version of this model by assessing (i) both positive and negative contact experiences with majority and minority groups, (ii) social identification with these groups and religious groups…
Identity Multiplicity, National Group Contact, and Acculturation
Persons with migration background (PMB) face the question of whether they can become full members of the receiving society, and at the same time maintain their ethnic group identity and culture. Alongside experiences of contact with the national group, this research examined the role of three identity‐related cognitions for PMB's acculturation attitudes: (1) perceived permeability and (2) perceived compatibility of national and ethnic identities,…
The consistency principle in interpersonal communication
Interpersonal cognitive consistency is a driving force in group behavior. In this article, we propose a new model of interpersonal cognitive consistency in collective decision making. Building on ideas from the mutual enhancement model (Wittenbaum, Hubbell, & Zuckerman, 1999), we argue that group members evaluate one another more positively when they mention information confirming each other's preferences instead of information disconfirming thes…
Beyond group-level explanations for the failure of groups to solve hidden profiles
The individual preference effect supplements the predominant group-level explanations for the failure of groups to solve hidden profiles. Even in the absence of dysfunctional group-level processes, group members tend to stick to their suboptimal initial decision preferences due to preference-consistent evaluation of information. However, previous experiments demonstrating this effect retained two group-level processes, namely (a) social validatio…
Social validation in group decision-making
Shared information has a stronger impact on group decisions than unshared information. A prominent explanation for this phenomenon is that shared information can be socially validated during group discussion and, hence, is perceived as more accurate and relevant than unshared information. In the present study we argue that this explanation only holds for preference-inconsistent information (i.e., information contradicting the group members’ initi…
Group decision making in hidden profile situations
The effect of diversity in individual prediscussion preferences on group decision quality was examined in an experiment in which 135 three-person groups worked on a personnel selection case with 4 alternatives. The information distribution among group members constituted a hidden profile (i.e., the correct solution was not identifiable on the basis of the members' individual information and could be detected only by pooling and integrating the me…
The dissemination of critical, unshared information in decision‐making groups
Previous research in group decision making has found that in situations of a hidden profile (i.e. the best choice alternative is hidden from individual members as they consider their pre‐discussion information), unshared information is disproportionately neglected and sub‐optimal group choices are highly likely. In an experimental study, three‐person groups decided which of three candidates to select for a professorial appointment. We hypothesise…
Group decision making in hidden profile situations
The effect of diversity in individual prediscussion preferences on group decision quality was examined in an experiment in which 135 three-person groups worked on a personnel selection case with 4 alternatives. The information distribution among group members constituted a hidden profile (i.e., the correct solution was not identifiable on the basis of the members' individual information and could be detected only by pooling and integrating the me…
The dissemination of critical, unshared information in decision‐making groups
Previous research in group decision making has found that in situations of a hidden profile (i.e. the best choice alternative is hidden from individual members as they consider their pre‐discussion information), unshared information is disproportionately neglected and sub‐optimal group choices are highly likely. In an experimental study, three‐person groups decided which of three candidates to select for a professorial appointment. We hypothesise…
Social validation in group decision-making
Shared information has a stronger impact on group decisions than unshared information. A prominent explanation for this phenomenon is that shared information can be socially validated during group discussion and, hence, is perceived as more accurate and relevant than unshared information. In the present study we argue that this explanation only holds for preference-inconsistent information (i.e., information contradicting the group members’ initi…
How positive and negative contact experiences relate to identification and acculturation of persons with a migration background
Badea, Jetten, Iyer, and Er‐Rafiy proposed a model that specifies immigrants’ experienced rejection by majority and minority groups and social identification with these groups as predictors of their acculturation attitudes. The present research tested an extended version of this model by assessing (i) both positive and negative contact experiences with majority and minority groups, (ii) social identification with these groups and religious groups…
Identity Multiplicity, National Group Contact, and Acculturation
Persons with migration background (PMB) face the question of whether they can become full members of the receiving society, and at the same time maintain their ethnic group identity and culture. Alongside experiences of contact with the national group, this research examined the role of three identity‐related cognitions for PMB's acculturation attitudes: (1) perceived permeability and (2) perceived compatibility of national and ethnic identities,…
Beyond group-level explanations for the failure of groups to solve hidden profiles
The individual preference effect supplements the predominant group-level explanations for the failure of groups to solve hidden profiles. Even in the absence of dysfunctional group-level processes, group members tend to stick to their suboptimal initial decision preferences due to preference-consistent evaluation of information. However, previous experiments demonstrating this effect retained two group-level processes, namely (a) social validatio…
The consistency principle in interpersonal communication
Interpersonal cognitive consistency is a driving force in group behavior. In this article, we propose a new model of interpersonal cognitive consistency in collective decision making. Building on ideas from the mutual enhancement model (Wittenbaum, Hubbell, & Zuckerman, 1999), we argue that group members evaluate one another more positively when they mention information confirming each other's preferences instead of information disconfirming thes…
Political leaders' identity leadership and civic citizenship behavior
Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the…
The dissemination of critical, unshared information in decision‐making groups
Previous research in group decision making has found that in situations of a hidden profile (i.e. the best choice alternative is hidden from individual members as they consider their pre‐discussion information), unshared information is disproportionately neglected and sub‐optimal group choices are highly likely. In an experimental study, three‐person groups decided which of three candidates to select for a professorial appointment. We hypothesise…
Group decision making in hidden profile situations
The effect of diversity in individual prediscussion preferences on group decision quality was examined in an experiment in which 135 three-person groups worked on a personnel selection case with 4 alternatives. The information distribution among group members constituted a hidden profile (i.e., the correct solution was not identifiable on the basis of the members' individual information and could be detected only by pooling and integrating the me…
Social validation in group decision-making
Shared information has a stronger impact on group decisions than unshared information. A prominent explanation for this phenomenon is that shared information can be socially validated during group discussion and, hence, is perceived as more accurate and relevant than unshared information. In the present study we argue that this explanation only holds for preference-inconsistent information (i.e., information contradicting the group members’ initi…
Beyond group-level explanations for the failure of groups to solve hidden profiles
The individual preference effect supplements the predominant group-level explanations for the failure of groups to solve hidden profiles. Even in the absence of dysfunctional group-level processes, group members tend to stick to their suboptimal initial decision preferences due to preference-consistent evaluation of information. However, previous experiments demonstrating this effect retained two group-level processes, namely (a) social validatio…
The consistency principle in interpersonal communication
Interpersonal cognitive consistency is a driving force in group behavior. In this article, we propose a new model of interpersonal cognitive consistency in collective decision making. Building on ideas from the mutual enhancement model (Wittenbaum, Hubbell, & Zuckerman, 1999), we argue that group members evaluate one another more positively when they mention information confirming each other's preferences instead of information disconfirming thes…
How positive and negative contact experiences relate to identification and acculturation of persons with a migration background
Badea, Jetten, Iyer, and Er‐Rafiy proposed a model that specifies immigrants’ experienced rejection by majority and minority groups and social identification with these groups as predictors of their acculturation attitudes. The present research tested an extended version of this model by assessing (i) both positive and negative contact experiences with majority and minority groups, (ii) social identification with these groups and religious groups…
Identity Multiplicity, National Group Contact, and Acculturation
Persons with migration background (PMB) face the question of whether they can become full members of the receiving society, and at the same time maintain their ethnic group identity and culture. Alongside experiences of contact with the national group, this research examined the role of three identity‐related cognitions for PMB's acculturation attitudes: (1) perceived permeability and (2) perceived compatibility of national and ethnic identities,…
Identity Leadership, Employee Burnout and the Mediating Role of Team Identification
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD)…
Innovation across cultures
Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships betwe…
With a little help from my friends? Acculturation and mental health in Arabic-speaking refugee youth living with their families
Policies that provide refugee youth with access to language classes and social activities with peers do not only enable them to actively participate in a new society but may also have a positive effect on their mental health
Encouraging Individual Contributions to Net-Zero Organizations
To contribute to a better understanding of the determinants of climate-friendly organizational behavior, we study the potential of behavioral policy interventions and social norms to foster individual contributions to organizational decarbonization initiatives. We investigate the effects of different types of behavioral policy interventions (default nudges vs. short-term boosts) in isolation and when they are combined with normative appeals to ad…
Far but close
As modern work is increasingly characterised by virtual collaboration, leaders have to coordinate teams across multiple work sites. One way to align dispersed team members towards collective goals is to strengthen their identification with the team. However, little is known about how to strengthen identification in virtual teams that do not share a physical environment. We conducted interviews based on the critical incident technique with 26 virt…
Political leaders' identity leadership and civic citizenship behavior
Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the…
The value of leaders we trust and leaders who make us stronger
This study investigates the critical role of social identity in leadership, specifically examining identity leadership (IL) and the unique contributions of its four subdimensions: identity prototypicality, identity advancement, identity entrepreneurship, and identity impresarioship. To date, research has largely focused on the global construct of identity leadership and shown that in organizational contexts, it is a predictor of a range of outcom…
Individual- and Collective-Focused Leadership
Leaders need to consider employees both as distinct individuals and as integral members of a collective to effectively address their needs. Drawing on self-determination theory (SDT), this study examines how individual- and collective-focused leader behaviors address employees’ autonomy, relatedness, and competence need satisfaction, influencing their intentions and behaviors. We propose that individual-focused behaviors (empowering leadership) a…
Psychology (14 works) · Social Psychology (14 works) · Social and Intergroup Psychology (10 works) · Political science (9 works) · Social Psychology (8 works) · Cultural Differences and Values (6 works) · Social identity theory (6 works) · Team Dynamics and Performance (6 works) · Social group (5 works) · Identity (music (4 works)