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Prof. Dr. Meir Shemla
Forschungsschwerpunkte
- Organizational Behavior
- Human Resources Management
- Psychologie
- Global Leadership
Curriculum Vitae
Dr. Meir Shemla ist Professor für Organizational Behaviour and Human Resource Management an der EBS Business School. Er ist Mitgründer und Partner der Peak Perspective GmbH. Zuvor arbeitete er als Associate Professor an der Rotterdam School of Management, Erasmus University. Er promovierte 2011 in Arbeits- und Organisationspsychologie.
Seine Forschung fokussiert auf den Einfluss von Teamzusammensetzung auf Teamleistung. Er interessiert sich insbesondere dafür wie die Vielfalt von Teams zur Steigerung von Innovation und Leistung genutzt werden kann. In seiner Arbeit untersucht er auch die (unbeabsichtigten) Folgen von Diversitätsmaßnahmen auf die Unternehmensleistung und die Talentgewinnung. Zu seinen weiteren Forschungsthemen gehören die Rolle von Gefolgsleuten bei erfolgreicher Führung sowie die Auswirkungen von Emotionen in Teams. Seine Arbeiten erschienen in Zeitschriften wie Academy of Management Annals, Organizational Behavior and Human Decision Processes sowie Forbes und Newsweek.
Dr. Shemla lehrt in den Bachelor- und Masterstudiengängen sowie MBA-Kursen über allgemeines Management, Führung und Diversity Management.
Publikationen
- LAM, H., GIESSNER, S., SHEMLA, M., WERNER, M. D. (in press). Loneliness at work: A review and future research directions. Leadership Quarterly.
- SHEMLA, M., IHMELS, A., WEGGE, J. (in press). Gender quotas influence the appointment of women to precarious leadership positions: A signaling approach. Journal of Occupational and Organizational Psychology.
- VONGSWADI,, P., LEROY, H., SHEMLA, M., HOEVER, I. (2023). Influencing Diversity Beliefs Through a Personal-Testimonial, Promotion-Focused Approach. Journal of Organizational Behavior, 44 (1), 1-18. doi:10.1002/job.2664.
- STOLLBERGER, J., SHEMLA, M., DE CREMER, D., YANG, Y., SANDERS, K. (2023). Does emotional restraint or exuberance get you the job? How and when enthusiasm intensity is related to perceived job suitability. Human Resource Management, 62 (2), 141-158. doi:10.1002/hrm.22134.
- IHMELS, A., HASLAM, S. A., SHEMLA, M., WEGGE, J. (2023). Through a Glass Cliff Darkly. Zeitschrift für Arbeits- und Organisationspsychologie A & O (formerly: Psychologie und Praxis. Zeitschrift für Arbeits- und Organisationspsychologie), 67 (2), 107-115. doi:10.1026/0932-4089/a000406.
- GOCHMANN, V., STAM, D., SHEMLA, M. (2022). The boundaries of vision communication—The effects of vision-task goal-alignment on leaders' effectiveness. Journal of Applied Social Psychology, 52 (5), 263-276. doi:10.1111/jasp.12855.
- LEROY, H., SHEMLA, M., BUENGELER, C., VEESTRAETEN, M., SHEMLA, M., J. HOEVER, I. (2021). Fostering Team Creativity Through Team-Focused Inclusion: The Role of Leader Harvesting the Benefits of Diversity and Cultivating Value-In-Diversity Beliefs. Group and Organization Management (formerly: Group and Organization Studies), 105960112110096. doi:10.1177/10596011211009683.
- LI, J., SHEMLA, M., WEGGE, J. (2020). The preventative benefit of group diversification on group performance decline: An investigation with latent growth models. Journal of Organizational Behavior, 42 (3), 332-348. doi:10.1002/job.2498.
- SHEMLA, M., KEARNEY, E., WEGGE, J., STEGMANN, S. (2020). Unlocking the performance potential of functionally diverse teams: The paradoxical role of leader mood. Journal of Occupational and Organizational Psychology, 93 (3), 530-555. doi:10.1111/joop.12303.
- KEARNEY, E., SHEMLA, M., VAN KNIPPENBERG, D., SCHOLZ, F. A. (2019). A paradox perspective on the interactive effects of visionary and empowering leadership. Organizational Behavior and Human Decision Processes, 155, 20-30. doi:10.1016/j.obhdp.2019.01.001.
- WEGGE, J., JUNGBAUER, K.-L., SHEMLA, M. (2019). When inspiration does not fit the bill: Charismatic leadership reduces performance in a team crisis for followers high in self-direction. Journal of Management & Organization, 1-18. doi:10.1017/jmo.2019.64.
- SHEMLA, M., WEGGE, J. (2018). Managing diverse teams by enhancing team identification: The mediating role of perceived diversity. Human Relations, 72 (4), 755-777. doi:10.1177/0018726718778101.
- LI, J., MEYER, B., SHEMLA, M., WEGGE, J. (2018). From being diverse to becoming diverse: A dynamic team diversity theory. Journal of Organizational Behavior, 39 (8), 956-970. doi:10.1002/job.2272.
- NISHII, L. H., KHATTAB, J., SHEMLA, M., PALUCH, R. M. (2017). A Multi-Level Process Model for Understanding Diversity Practice Effectiveness. Academy of Management Annals, 12 (1), 37-82. doi:10.5465/annals.2016.0044.
- SHEMLA, M., MEYER, B., GREER, L., JEHN, K. A. (2016). A review of perceived diversity in teams: Does how members perceive their team's composition affect team processes and outcomes? Journal of Organizational Behavior, 37, S89-S106. doi:10.1002/job.1957.
- MEYER, B., SHEMLA, M., LI, J., WEGGE, J. (2015). On the Same Side of the Faultline: Inclusion in the Leader's Subgroup and Employee Performance. Journal of Management Studies, 52 (3), 354-380. doi:10.1111/joms.12118.
- SCHRAUB, E. M., MICHEL, A., SHEMLA, M., SONNTAG, K. (2014). The roles of leader emotion management and team conflict for team members' personal initiative: A multilevel perspective. European Journal of Work and Organizational Psychology, 23 (2), 263-276. doi:10.1080/1359432X.2012.728700.
- STEFFENS, N. K., SHEMLA, M., WEGGE, J., DIESTEL, S. (2014). Organizational Tenure and Employee Performance. Group and Organization Management (formerly: Group and Organization Studies), 39 (6), 664-690. doi:10.1177/1059601114553512.
- WEGGE, J., SHEMLA, M., HASLAM, S. A. (2014). Leader Behavior as a Determinant of Health at Work: Specification and Evidence of Five Key Pathways. Zeitschrift für Personalforschung (ZfP), 28 (1-2), 6-23. doi:10.1177/239700221402800102.
- HENTSCHEL, T., SHEMLA, M., WEGGE, J., KEARNEY, E. (2013). Perceived Diversity and Team Functioning. Small Group Research, 44 (1), 33-61. doi:10.1177/1046496412470725.
- MEYER, B., SHEMLA, M., SCHERMULY, C. C. (2011). Social Category Salience Moderates the Effect of Diversity Faultlines on Information Elaboration. Small Group Research, 42 (3), 257-282. doi:10.1177/1046496411398396.
- HEESE, C., GRGIC, J., HOEVER, I. J., SHEMLA, M., BUENGELER, C., LEROY, H. (2024). Wie Führungskräfte effektiv Inklusion und Kreativität in diversen Teams fördern können. PERSONALquarterly.
- SHEMLA, M., HOEVER, I. J., LEROY, H. (2021). Walking the tightrope of inclusion versus exclusion in the workplace: A leadership lens. RSM Discovery.
- SHEMLA, M. (2020). The Diversity Myth. Edge Magazine.
- SHEMLA, M., LAM, H., GIESSNER, S. (2020). Loneliness and working from home during the COVID-19 crisis. RSM Discovery.
- SHEMLA, M., LAM, H., GIESSNER, S. (2020). Four simple ways to combat the loneliness caused by COVID-19. Forbes.
- SHEMLA, M. (2020). itfalls and potential: the hidden dangers and challenges of managing diversity. RSM Discovery.
- SHEMLA, M. (2020). Experts Reveal How to Overcome COVID-19 Loneliness at University. Interview for QS Top Universities.
- SHEMLA, M. (2020). Leading a team as an expat in the Netherlands. Interview for iamexpat.nl..
- SHEMLA, M. (2019). How to effectively manage your diverse team. Forbes.
- SHEMLA, M. (2019). Professor: Diversity policies fall short due to conflicting goals, lack of management. Interview for HRDive.com.
- SHEMLA, M. (2019). diversiteit werkt lang niet altijd beter. Interview for managementsite.nl.
- SHEMLA, M. (2019). Meer diversiteit op de werkvloer leidt niet tot betere resultaten. Interview for hrpraktijk.nl.
- SHEMLA, M. (2019). Waarom diverser lang niet altijd beter werkt. Interview for de volksrant.
- SHEMLA, M. (2018). Why workplace diversity is so important, and why it's so hard to achieve. Forbes.
- SHEMLA, M. (2018). Mannelijke managers met een dochter voeren een beter diversiteitsbeleid - klopt dit wel? Interview for de volksrant.
- SHEMLA, M. (2018). Moet 30 procent van de berijders van een paard verplicht een jongen zijn? Interview for de volksrant.
- SHEMLA, M. (2018). New Lawsuit exposes Google’s desperation to improve diversity. Interview for Wired Magazine.
- SHEMLA, M. (2017). Making diversity policies work. RSM Discovery.
- SHEMLA, M. (2016). Can you have too much diversity? Lessons from the Premier League. HR Magazine.
- SHEMLA, M., ADANOV, M., GADELLAA, J. (2016). Too much of a good thing: Is there a risk in having too much diversity? CEMS Magazine.
- SHEMLA, M., POST, C. (2015). The dark side of Silicon Valley diversity targets. Newsweek.
- SHEMLA, M., KREIENBERG, A. (2014). Gender quotas in hiring drive away both women and men. Forbes.