In the current era, building more innovative teams is key to organizational success, yet there is little consensus on how best to achieve this. Common wisdom suggests that positive reinforcement through shared positive rewards builds social support within teams, and in turn facilitates innovation. Research on basic group processes, cultural rituals, and the evolution of pro-group behavior has, however, revealed that sharing adverse experiences is an alternative path to promoting group bonding. Here, we examined whether sharing an adverse experience not (...) only builds social support within teams, but also in turn enhances creativity within novel teams. Drawing on behavioral observation of an experimental group interaction we find evidence that sharing an adverse (vs. non-adverse) experience leads to increased supportive interactions between team members and this in turn boosts creativity within a novel team. These effects were robust across different indicators of creativity: objective measures of creativity, third party ratings of the creativity of group products, and participants’ own perceptions of group creativity. Our findings offer a new perspective from which to understand how best to boost innovation and creative output within teams. (shrink)

This paper examined the existence of gender differences in the degree to which leader’s perceptions of successor potential is influenced by interpersonal fit. In Study 1 (n = 97 leaders and n = 280 followers) multi-source field data revealed that for male leaders, ratings of followers’ potential as successors were positively related to interpersonal fit, measured by the degree to which followers’ saw their leadership as being close and interpersonal (i.e., being coaching, transformational and leading by example). For female leaders, (...) these relationships were absent, suggesting that they are less driven by interpersonal fit. In Study 2 (n = 311 leaders) a scenario study provided causal evidence that male leaders rated potential successors more positively when they perceived greater interpersonal fit with followers, whereas female leaders’ successor ratings where not informed by fit perceptions. We discuss the theoretical and practical implications for gendered leadership successor perceptions in organizations. (shrink)

Groups are only real, and only serve as a basis for collective action, when their members perceive them to be real. For a computational model to have analytic fidelity and predictive validity it, therefore, needs to engage with the psychological reality of groups, their internal structure, and their structuring by the social context in which they function.