John R. Hollenbeck’s research while affiliated with State of Michigan and other places

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Publications (173)


I'm Not Feeling It: The Role of Affective Diversity in Risk Management and Team Performance
  • Article

November 2024

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8 Reads

Human Resource Management

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Rachel S. Hahn

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John R. Hollenbeck

Team performance is contingent on nuanced approaches to risk management—demanding both risky and cautious strategic orientations. However, research surrounding how teams navigate this balance is limited. We argue that both positive and negative affective diversity can aid team performance, through affective diversity's impact on the team's risky and cautious behaviors. Furthermore, we argue that team trait regulatory focus strengthens these relationships. Using a controlled laboratory setting with 58 teams in a complex, uncertain team task that requires both risky and cautious strategies for successful performance, results indicate that positive affective diversity relates to team performance through promoting risky behavior, while negative affective diversity relates to team performance through promoting cautious behavior. Teams high in trait prevention‐focus are more attuned to the information signals in teams with negative affective diversity, but we did not find that promotion focus impacted outcomes of positive affective diversity.



Conceptual model.
Multiteam systems. Note. Roles in a dark shade are leaders within the multiteam systems, and among these leaders, the Mission Commander is faced with the highest amount of information load, the Director of Operations is faced with the lowest amount of information load, and the Director of Intelligence is faced with a comparatively moderate amount of information load.
Interactive effects of intuitive style and introversion on multiteam systems performance for leaders in high and low information load roles. Note. HL: High information load leader, LL: Low information load leader. "Low" and "High" represent −1 and +1 SD from the mean, respectively.
Descriptive Statistics and Correlations among Study Variables.
Regression Analysis of MTS Coordination Effectiveness and Performance.

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Leader Intuition: Good or Bad for Multiteam System Performance? The Roles of Information Load and Introversion
  • Article
  • Full-text available

August 2024

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795 Reads

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5 Citations

Some leaders tend to use their intuition to think and make decisions more than others do. This individual difference (i.e., an intuitive cognitive style) may have important implications for the collectives of people they lead. Unfortunately, scholars lack a clear understanding of the conditions under which intuition is effective, especially in the context of large and complex organizational structures such as multiteam systems (MTSs). We argue that the effects of leaders’ intuitive cognitive style on MTS performance depends on the amount of information load they face in their roles, as well as their level of introversion: a personality characteristic that is associated with an inward and reflective focus. Using a sample of 222 MTSs comprised of Captains in the United States Air Force, our study demonstrated that the intuitive cognitive style of leaders in high information load roles positively affected MTS performance, especially if they were high in introversion. In low information load roles, however, an intuitive cognitive style had a negative effect on MTS performance, especially for leaders low in introversion. We also argued and found that MTS coordination effectiveness played a key mediating role. Our study advances research in multiple areas of work, including intuition, MTSs, and leadership.

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Hit Me with Your Best Shot: A Reflective Essay on a Career in the Field of Team Research

June 2024

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11 Reads

Small Group Research

This reflective essay reviews the research career of John R. Hollenbeck, focusing on the constructs, theories, samples, and collaborations that stand out upon reflection after a 40-year career studying teams and groups in the organizational sciences. Several lessons learned and recommendations based upon this retrospective reflection are provided for scholars who may just be starting out on such a career.




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A Tale of Two Hierarchies: Interactive Effects of Power Differentiation and Status Differentiation on Team Performance

December 2022

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1,173 Reads

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18 Citations

Organization Science

Scholars have long wrestled with whether hierarchical differentiation is functional or dysfunctional for teams. Building on emerging research that emphasizes the distinction between power (i.e., control over resources) and status (i.e., respect from others), we aim to help reconcile the functional and dysfunctional accounts of hierarchy by examining the effects of power differentiation on team performance, contingent on status differentiation. We theorize that power differentiation is dysfunctional for teams with high status differentiation by increasing knowledge hiding, which undermines team performance. In contrast, we predict that power differentiation is functional for teams with low status differentiation by decreasing knowledge hiding, which improves team performance. In a field study, we found that power differentiation harmed team performance via knowledge hiding in teams with high status differentiation, but power differentiation had no effect on knowledge hiding or performance in teams with low status differentiation. In an experiment, we again found that power differentiation harmed team performance by increasing knowledge hiding in teams with high status differentiation. However, power differentiation improved team performance by decreasing knowledge hiding in teams with status equality. Finally, in a third study, we confirm the role of status differentiation in making team climates more competitive and examine the effect of power-status alignment within teams, finding that misalignment exacerbates the dysfunctional effects of power differentiation in teams with high status differentiation. By examining how power and status hierarchies operate in tandem, this work underscores the need to take a more nuanced approach to studying hierarchy in teams. Funding: This research is partially supported by the National Natural Science Foundation of China [Grants 71572079 and 71872086]. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.1540 .



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Results of Hierarchical Regression Analysis Predicting Informal Leadership
When Discretionary Boundary Spanning Relationships Cease Becoming Discretionary: The Impact of Closed Ties on Informal Leadership Perceptions

December 2021

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764 Reads

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14 Citations

Organizations have recognized that effective informal leadership is a source of competitive advantage and invest heavily in leadership development efforts. Moreover, because of historical shifts in the nature of work, this informal leadership often takes the form of inter-unit boundary spanning. Because of these two developments, discretionary boundary spanning (DBS) between units has increasingly become a critical, dynamic, bottom-up activity where individuals lacking formal authority step up and take on informal leadership responsibilities. In this study, we draw upon Simmelian Tie Theory to examine the relationship between different types of DBS and formal leaders' perceptions of a subordinate's informal leadership and performance. We empirically document that a small number of closed task-oriented and closed friendship-oriented DBSs are instrumental in helping individuals demonstrate informal leadership. However, we also show that DBS places constraints on informal leadership when closed ties become too numerous. This results in an inverted-U relationship between the number of closed DBS ties and perceptions of leadership where the apex (i.e., point of over-embeddedness) emerges at a smaller number for friendship-oriented DBS relative to the apex for task-oriented DBSs. We discuss the theoretical implications of these results, as well as the practical implications for managers of organizations.


Citations (72)


... However, prioritizing quality resulted in a rather small sample size (24 articles), which may reduce generalizability. However, small sample studies still provide valuable insights, contribute to the overall understanding of a topic, help identify gaps in literature and to generate hypotheses for further research (Kennedy et al. 2022). Moreover, the small sample size is indicative of the scarcity of rigorous evaluations in this area. ...

Reference:

Design Thinking and teamwork—measuring impact: a systematic literature review
The Challenges, Value, and Path Forward for “Small” Sample Organizational Team Research
  • Citing Article
  • August 2022

Academy of Management Proceedings

... As a consequence of the postulated independence of the intuitiveness and adaptiveness of a decision style, intuition can be a highly adaptive process but may also be a reproduction of previously acquired learning patterns. This aligns with literature recognizing that intuition has both the capacity to reproduce established solutions and to synthesize elements to generate innovative solutions (Akinci and Sadler-Smith 2012;Glöckner and Witteman 2010;Gobet and Chassy 2009;Sleesman et al. 2024). In situations that are unfamiliar and unique, individuals with an intuitive, but not an adaptive decision style may overly rely on established solutions that worked in the past but no longer do. ...

Leader Intuition: Good or Bad for Multiteam System Performance? The Roles of Information Load and Introversion

... In summary, while communication generally improved performance in forced coordination, the impact was weaker in layouts where tasks could be executed more independently. Our results suggest that communication effects should be studied alongside both spatial task constraints (which shape task roles) and individual skill and personality differences, aligning with findings in human factors research (Driskell et al., 2006;Hays et al., 2022). ...

A Tale of Two Hierarchies: Interactive Effects of Power Differentiation and Status Differentiation on Team Performance

Organization Science

... Notably, gender diverse teams exhibit superior capabilities in self-managing team task performance (Y. Li et al., 2022), excel in collaborative problem-solving (Nielsen et al., 2017), and demonstrate heightened performance in complex endeavors requiring extensive coordination and interdependencies among team members, such as critical innovations (Chan et al., 2023). These advantages align with the supportive teamwork mechanisms previously discussed, which are often contributed by female team members. ...

An Integration-and-Learning Perspective on Gender Diversity in Self-Managing Teams: The Roles of Learning Goal Orientation and Shared Leadership

... Our study holds several implications for marketing managers. First, many marketing managers have questioned how to improve salespeople's performance (Schrock et al., 2021). Our findings indicate that salespeople can use partial competitor referrals to increase the perceived credibility of the information they provide, thereby enhancing consumer trust of the seller and ultimately improving purchase intentions of the focal product. ...

Self-oriented competitiveness in salespeople: sales management implications
  • Citing Article
  • July 2021

Journal of the Academy of Marketing Science

... However, this view has been largely generalized from findings based on theoretical or measured individual-level outcomes rather than team outcomes . Later research updates this view and provides more nuanced insights that a hierarchy based on inequality fails to realize its benefit in teams (Bunderson et al., 2016) and an egalitarian structure allows teams to perform better (Matusik et al., 2022). In fact, in the review by C. Anderson and Brown (2010, p. 65), they found that "flatter structures are often more advantageous for group and organizational success." ...

The Highs and Lows of Hierarchy in Multiteam Systems
  • Citing Article
  • June 2021

Academy of Management Journal

... This study was also grounded in social constructivism, which posits that "people construct their world and make sense of experiences during interactions in it" (Licqurish & Seibold, 2011, p. 12). The study examined international students' OS in workplace settings and therefore investigated students' behaviors as both individuals and as group members (Wagner III & Hollenbeck, 2009). Research into workplace people's behaviors as individuals considers their internal processes, such as making decisions and perceiving their workplace context. ...

Organizational Behavior: Securing Competitive Advantage
  • Citing Book
  • September 2009

... In addition, high-quality relationships between regular employees and temporary workers enhance the former's willingness to provide instrumental assistance to the latter. This assistance could involve assigning more challenging tasks, paying attention to difficulties encountered during project completion, and offering professional assistance and developmental feedback to help temporary workers overcome challenges and make progress (Guo et al. 2021;Watkins 2021). These actions increase opportunities for temporary workers to obtain task support, unleash their potential talent, and satisfy their self-worth needs, all of which ultimately reduce the perception of identity threat at work. ...

When Discretionary Boundary Spanning Relationships Cease Becoming Discretionary: The Impact of Closed Ties on Informal Leadership Perceptions

... Individual differences encompass many different variables, but this research will focus on age, gender, experience, and knowledge. Individual differences will always be present, and only those that understand the differences in a competitive market will be more successful (Wagner & Hollenbeck, 1998). There has been substantial research preformed on individual differences and their effects on cognitive ability, skill acquisition, knowledge, and interest, to name a few (Ackerman, Bowen, Beier, & Kanfer 2001;Rolfhus & Ackerman, 1999). ...

Managing Diversity and Individual Differences
  • Citing Chapter
  • November 2020

... This condition is a challenge for company leaders to maintain employee motivation during a pandemic (Wolor et al., 2020). The explanation is the willingness to put out a high level of effort towards organizational goals and meet individual needs (Riniwati, 2011). This motivation can be an indicator of the success of corporate management in the field of human resources. ...

Work Motivation and Performance
  • Citing Chapter
  • November 2020