@inbook{11834,
  abstract     = {{Als Einstieg beleuchten wir einige Grundlagen zum Thema Kompetenzmodelle. Zunächst definieren wir den Kompetenzbegriff (Abschn. 3.1). Anschließend geben wir einen Einblick in Kompetenzmodelle der Wissenschaft und Praxis (Abschn. 3.2). In Abschnitt 3.3 identifizieren wir für den Teamerfolg maßgebende Kompetenzen und stellen einen zweistufigen Prozess vor, wie ein praktikables Kompetenzmodell entwickelt werden kann. Im Anschluss überprüfen wir den prädiktiven Wert der von uns identifizierten Kompetenzen für den Teamerfolg anhand einer empirischen Untersuchung (Abschn. 3.4).}},
  author       = {{Agethen, Katharina and Iseke, Anja}},
  booktitle    = {{Digitales und prädiktives Kompetenzmanagement. }},
  editor       = {{Thommes, Kirsten and Iseke, Anja and Schneider, Martin}},
  isbn         = {{978-3-662-68837-3}},
  issn         = {{2523-3645}},
  pages        = {{21--56}},
  publisher    = {{Springer}},
  title        = {{{Kompetenzmodelle: Was wird gemessen?}}},
  doi          = {{10.1007/978-3-662-68838-0_3}},
  year         = {{2024}},
}

@misc{11833,
  abstract     = {{While considerable research has been conducted on understanding the multiple drivers of informal emergent leadership, less attention has been given to the implications of these emergent leaders for a team’s success. Integrating socioanalytic and functional leadership theory, we developed and tested a multilevel model of antecedents and outcomes of emergent leadership within short-term, virtual teams. We propose that distinct configurations of explicit motives may lead to emergent leadership, and that the resulting leadership motive profiles combine with team processes to promote team success. Hence, we apply a configurational, person-centered perspective to examine what combinations will be sufficient to emerge as a leader and achieve superior team performance. Using fuzzy set qualitative comparative analysis (fsQCA) at individual and team level (223 individuals in 54 teams), we find two causal paths involving specific motive configurations for emergent leadership, namely a) presence of preference for teamwork combined with presence of goal priority and of power motive (the captain), b) absence of preference for teamwork combined with presence of reliance (the opportunist); and multiple causal paths for superior team performance, either combining different team processes regardless of leadership, or if leadership is needed, then only the captain with different combinations of team processes.}},
  author       = {{Agethen, Katharina and Sandfort, Luc}},
  booktitle    = {{Academy of Management Proceedings}},
  editor       = {{Taneja, Sonia }},
  issn         = {{2151-6561}},
  location     = {{Boston}},
  publisher    = {{Academy of Management}},
  title        = {{{Emergent Leadership and Team Performance in Short-term, Virtual Teams: A Configurational Approach}}},
  doi          = {{10.5465/amproc.2023.14673abstract}},
  volume       = {{2023}},
  year         = {{2023}},
}

@misc{11836,
  abstract     = {{Organizational and research interest in collective orientation, an individual’s orientation towards groups, has been growing over the past decades. Yet, collective orientation remains a blurry concept. Integrating latent semantic analysis and meta-analyses, we systematize and compare conceptualizations and measures and thereby evaluate its importance for predicting individual and team performance.}},
  author       = {{Agethen, Katharina and Iseke, Anja}},
  location     = {{Seattle}},
  title        = {{{Same same but different? Integration of collective orientation(s) and their relationship with performance}}},
  year         = {{2023}},
}