Nale Lehmann‐Willenbrock
Dados Biográficos
| ID | 4983235 |
|---|---|
| NOME | Nale Lehmann‐Willenbrock |
| PRENOMES | Nale |
| SOBRENOME | Lehmann‐Willenbrock |
| ASSINATURA | WILLENBROCK N L |
| AFILIAÇÕES | Universität Hamburg |
| ORCID | 0000-0003-3346-5894 |
| VERIFICADO | Sim |
| TOTAL DE OBRAS | 15 |
| TOTAL DE CITAÇÕES | 21 |
| TOTAL COMO AUTOR | 15 |
| TOTAL COMO EDITOR | 0 |
| PRIMEIRO ANO DE PUBLICAÇÃO | 2013 |
| ANO MAIS RECENTE DE PUBLICAÇÃO | 2025 |
| ÍNDICE H | 3 |
Health or wealth? How gendered demands, resources and work–family interferences relate to entrepreneurial income and health
Purpose Many female entrepreneurs face greater demands from work and non-work domains than their male counterparts. This study investigates associations between agentic and communal job demands, work–family interferences and resources (temporal autonomy and self-efficacy) with female and male entrepreneurs' health complaints and income to explore nuanced gender differences in entrepreneurial success. Design/methodology/approach Cross-sectional da…
Late Again? A Cross-Cultural Comparison of Meeting Lateness Frustration by Punctual Attendees
Workplace meetings are often used to help accomplish individual, group, team, and organizational goals. Despite the relatively common occurrence of meeting lateness in U.S.-American samples, less is known regarding other cultural contexts. Following Conservation of Resources theory, we expect that employees from different cultures should experience meeting lateness as a legitimate stressor. Cross-cultural theory suggests that organizational pract…
Dynamic Interpersonal Processes at Work
Dynamic interpersonal processes are the core foundation of many phenomena of interest to organizational psychology and organizational behavior scholars. This article views the organization as a system of social interaction. From this vantage point, I present a selective review of the current literature that supports a behavioral interaction perspective of interpersonal processes at work. I organize insights into phenomena such as (emergent) leade…
Enabling and constraining factors of remote informal communication
Informal interactions are vital in daily workplace communication, shaping performance, well-being, collaboration, and overall organizational functioning. However, as the ongoing trends of remote and hybrid work present significant changes and challenges to these interactions, supporting remote informal communication (RIC) becomes urgent. To address this pressing issue, we adopt a socio-technical systems perspective to gain in-depth insights into …
A review and future agenda for behavioral research on leader–follower interactions at different temporal scopes
Scholars are increasingly embracing innovative research designs and measures to capture actual leader and/or follower behaviors in real interactions. Our systematic review of this emerging research stream and development of a research agenda seeks to move the literature further in this direction. Specifically, we aim to inspire scholars with techniques for observing, manipulating, or training actual leadership and/or followership behaviors at dif…
The Ubiquity of Meeting Lateness! A Cross-Cultural Investigation of the Small to Moderate Effects of Workplace Meeting Lateness
Meeting lateness—that is, meetings starting past the pre-scheduled time—can be viewed as a disruption to the temporal pacing of work. Previous research in the United States indicates that late meetings produce less optimal outcomes, but empirical insights concerning the extent to which experiences of meeting lateness are similar or different across different cultures remain sparse. While prior work suggests differences in how individuals from dif…
Follower behavior renders leader behavior endogenous
Managing Meetings in Organizations
Her research investigates leadership, team dynamics, and larger systems that operate in complex environments. Moreover, her research aims to develop novel measurement tools to unobtrusively capture team processes across varying contexts. Fabiola H. Gerpott holds the Chair for Management with an emphasis on Leadership at the WHU -Otto Beisheim School of Management. Her research focuses on the communicative basis of
Is Work and Aging Research a Science of Questionnaires? Moving the Field Forward by Considering Perceived Versus Actual Behaviors
Research on work and aging predominantly relies on self-report data to create new insights relevant to individuals, organizations, and society. Whereas surveys and interviews based on self-reports offer a valuable inward-directed perspective on individuals and their understanding of others, they can only provide limited knowledge on the behaviors of employees at different ages and in age-diverse settings. This is because what employees actually d…
Meeting mirth
Drawing from theory on humor styles, impression management, and workplace meetings, we conducted two survey studies of working adults to examine the role of positive and negative humor on meeting satisfaction. We began by investigating the positive effects of humor on meeting satisfaction as moderated by impression management. In an online survey of working adults, we found that humor use in meetings was positively related to meeting satisfaction…
Let's get this meeting started
Meeting lateness is pervasive and potentially highly consequential for individuals, groups, and organizations. In Study 1, we first examined base rates of lateness to meetings in an employee sample and found that meeting lateness is negatively related to both meeting satisfaction and effectiveness. We then conducted 2 lab studies to better understand the nature of this negative relationship between meeting lateness and meeting outcomes. In Study …
Perceived group cohesion versus actual social structure
Igniting and resolving content disagreements during team interactions
Disagreements are integral to fruitful team collaboration but have rarely been studied within actual team interactions. We develop a temporal account of how disagreement episodes begin and are resolved during team interactions, testing explanatory factors at multiple levels: team context (team conflict states and team productivity), individual characteristics and perceptions (individual status and perceptions of team viability), and behavioral pa…
Pride before the fall
Observing culture
Although previous research has theorized about team interaction differences between the German and U.S. cultures, actual behavioral observations of such differences are sparse. This study explores team meetings as a context for examining intercultural differences. We analyzed a total of 5,188 meeting behaviors in German and U.S. student teams. All teams discussed the same task to consensus. Results from behavioral process analyses showed that Ger…
Let's get this meeting started
Meeting lateness is pervasive and potentially highly consequential for individuals, groups, and organizations. In Study 1, we first examined base rates of lateness to meetings in an employee sample and found that meeting lateness is negatively related to both meeting satisfaction and effectiveness. We then conducted 2 lab studies to better understand the nature of this negative relationship between meeting lateness and meeting outcomes. In Study …
Pride before the fall
Perceived group cohesion versus actual social structure
Observing culture
Although previous research has theorized about team interaction differences between the German and U.S. cultures, actual behavioral observations of such differences are sparse. This study explores team meetings as a context for examining intercultural differences. We analyzed a total of 5,188 meeting behaviors in German and U.S. student teams. All teams discussed the same task to consensus. Results from behavioral process analyses showed that Ger…
The Ubiquity of Meeting Lateness! A Cross-Cultural Investigation of the Small to Moderate Effects of Workplace Meeting Lateness
Meeting lateness—that is, meetings starting past the pre-scheduled time—can be viewed as a disruption to the temporal pacing of work. Previous research in the United States indicates that late meetings produce less optimal outcomes, but empirical insights concerning the extent to which experiences of meeting lateness are similar or different across different cultures remain sparse. While prior work suggests differences in how individuals from dif…
Is Work and Aging Research a Science of Questionnaires? Moving the Field Forward by Considering Perceived Versus Actual Behaviors
Research on work and aging predominantly relies on self-report data to create new insights relevant to individuals, organizations, and society. Whereas surveys and interviews based on self-reports offer a valuable inward-directed perspective on individuals and their understanding of others, they can only provide limited knowledge on the behaviors of employees at different ages and in age-diverse settings. This is because what employees actually d…
Meeting mirth
Drawing from theory on humor styles, impression management, and workplace meetings, we conducted two survey studies of working adults to examine the role of positive and negative humor on meeting satisfaction. We began by investigating the positive effects of humor on meeting satisfaction as moderated by impression management. In an online survey of working adults, we found that humor use in meetings was positively related to meeting satisfaction…
Igniting and resolving content disagreements during team interactions
Disagreements are integral to fruitful team collaboration but have rarely been studied within actual team interactions. We develop a temporal account of how disagreement episodes begin and are resolved during team interactions, testing explanatory factors at multiple levels: team context (team conflict states and team productivity), individual characteristics and perceptions (individual status and perceptions of team viability), and behavioral pa…
Observing culture
Although previous research has theorized about team interaction differences between the German and U.S. cultures, actual behavioral observations of such differences are sparse. This study explores team meetings as a context for examining intercultural differences. We analyzed a total of 5,188 meeting behaviors in German and U.S. student teams. All teams discussed the same task to consensus. Results from behavioral process analyses showed that Ger…
Pride before the fall
Igniting and resolving content disagreements during team interactions
Disagreements are integral to fruitful team collaboration but have rarely been studied within actual team interactions. We develop a temporal account of how disagreement episodes begin and are resolved during team interactions, testing explanatory factors at multiple levels: team context (team conflict states and team productivity), individual characteristics and perceptions (individual status and perceptions of team viability), and behavioral pa…
Meeting mirth
Drawing from theory on humor styles, impression management, and workplace meetings, we conducted two survey studies of working adults to examine the role of positive and negative humor on meeting satisfaction. We began by investigating the positive effects of humor on meeting satisfaction as moderated by impression management. In an online survey of working adults, we found that humor use in meetings was positively related to meeting satisfaction…
Let's get this meeting started
Meeting lateness is pervasive and potentially highly consequential for individuals, groups, and organizations. In Study 1, we first examined base rates of lateness to meetings in an employee sample and found that meeting lateness is negatively related to both meeting satisfaction and effectiveness. We then conducted 2 lab studies to better understand the nature of this negative relationship between meeting lateness and meeting outcomes. In Study …
Perceived group cohesion versus actual social structure
Follower behavior renders leader behavior endogenous
Managing Meetings in Organizations
Her research investigates leadership, team dynamics, and larger systems that operate in complex environments. Moreover, her research aims to develop novel measurement tools to unobtrusively capture team processes across varying contexts. Fabiola H. Gerpott holds the Chair for Management with an emphasis on Leadership at the WHU -Otto Beisheim School of Management. Her research focuses on the communicative basis of
Is Work and Aging Research a Science of Questionnaires? Moving the Field Forward by Considering Perceived Versus Actual Behaviors
Research on work and aging predominantly relies on self-report data to create new insights relevant to individuals, organizations, and society. Whereas surveys and interviews based on self-reports offer a valuable inward-directed perspective on individuals and their understanding of others, they can only provide limited knowledge on the behaviors of employees at different ages and in age-diverse settings. This is because what employees actually d…
The Ubiquity of Meeting Lateness! A Cross-Cultural Investigation of the Small to Moderate Effects of Workplace Meeting Lateness
Meeting lateness—that is, meetings starting past the pre-scheduled time—can be viewed as a disruption to the temporal pacing of work. Previous research in the United States indicates that late meetings produce less optimal outcomes, but empirical insights concerning the extent to which experiences of meeting lateness are similar or different across different cultures remain sparse. While prior work suggests differences in how individuals from dif…
A review and future agenda for behavioral research on leader–follower interactions at different temporal scopes
Scholars are increasingly embracing innovative research designs and measures to capture actual leader and/or follower behaviors in real interactions. Our systematic review of this emerging research stream and development of a research agenda seeks to move the literature further in this direction. Specifically, we aim to inspire scholars with techniques for observing, manipulating, or training actual leadership and/or followership behaviors at dif…
Dynamic Interpersonal Processes at Work
Dynamic interpersonal processes are the core foundation of many phenomena of interest to organizational psychology and organizational behavior scholars. This article views the organization as a system of social interaction. From this vantage point, I present a selective review of the current literature that supports a behavioral interaction perspective of interpersonal processes at work. I organize insights into phenomena such as (emergent) leade…
Enabling and constraining factors of remote informal communication
Informal interactions are vital in daily workplace communication, shaping performance, well-being, collaboration, and overall organizational functioning. However, as the ongoing trends of remote and hybrid work present significant changes and challenges to these interactions, supporting remote informal communication (RIC) becomes urgent. To address this pressing issue, we adopt a socio-technical systems perspective to gain in-depth insights into …
Health or wealth? How gendered demands, resources and work–family interferences relate to entrepreneurial income and health
Purpose Many female entrepreneurs face greater demands from work and non-work domains than their male counterparts. This study investigates associations between agentic and communal job demands, work–family interferences and resources (temporal autonomy and self-efficacy) with female and male entrepreneurs' health complaints and income to explore nuanced gender differences in entrepreneurial success. Design/methodology/approach Cross-sectional da…
Late Again? A Cross-Cultural Comparison of Meeting Lateness Frustration by Punctual Attendees
Workplace meetings are often used to help accomplish individual, group, team, and organizational goals. Despite the relatively common occurrence of meeting lateness in U.S.-American samples, less is known regarding other cultural contexts. Following Conservation of Resources theory, we expect that employees from different cultures should experience meeting lateness as a legitimate stressor. Cross-cultural theory suggests that organizational pract…
Psychology (12 obras) · Social Psychology (9 obras) · Social Psychology (9 obras) · Computer Science (6 obras) · Engineering (5 obras) · Perception (5 obras) · Sociology (5 obras) · Work (physics (5 obras) · Context (archaeology (4 obras) · Job Satisfaction and Organizational Behavior (4 obras)