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    On the same side of the faultline: Inclusion in the leader’s subgroup and employee performance

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    Publication type
    FT ranked journal article  
    Author
    Meyer, Bertolt
    Shemla, Meir
    Li, Jia
    Wegge, Jürgen
    Publication Year
    2015
    Journal
    Journal of Management Studies
    Publication Volume
    52
    Publication Issue
    2
    Publication Begin page
    354
    Publication End page
    380
    
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    Abstract
    Extending theory on faultlines and subgroups, we argue that faultlines splitting a team into homogeneous subgroups can have different effects on team members' individual performance, depending on different intra-subgroup processes. Specifically, we propose that the effect of faultline strength on individual performance depends on whether a team member's subgroup includes the team leader. Building on the notion of faultline triggers, we further propose that organizational crises exacerbate this interaction because they make social support by the team leader especially important. We tested these assumptions with objective performance data collected over a period of four years from 3263 financial consultants (325 teams) while controlling for the effects of relational demography. Results showed that in teams with strong faultlines, consultants' performance decreased to a lesser extent in crisis years if the consultants shared a subgroup with their team leader. Thus, faultlines had different effects on team members from different subgroups.
    Keyword
    Performance Standards, Job Performance, Performance Management, Teams in the Workplace, Subgroup analysis (Experimental design), Faultlines, Leadership, Performance, Subgroups, Teams
    Knowledge Domain/Industry
    People Management & Leadership
    DOI
    10.1111/joms.12118
    URI
    http://hdl.handle.net/20.500.12127/7130
    ae974a485f413a2113503eed53cd6c53
    10.1111/joms.12118
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