Dr. Clara Sofie Hemshorn de Sanchez

@article{cc5e23be41114f33bc25ecf6a5d46271,

title = "Understanding Emergent Leader-Follower Patterns and the Role of Gender in Teams: A Micro-Temporal Account",

abstract = "Purpose: By investigating the dynamics of leader and follower behavior during small group interactions, we provide insights into the behavioral patterns that give rise to leadership emergence. We also identify gender-related differences in these behavior patterns that may explain the persistent gap in emergent leadership ascriptions between men and women. Design/methodology/approach: We video-recorded verbal interactions of 34 zero-history three-person teams collaborating on a task in the laboratory. One team member was a confederate (male vs. female) trained to show emergent leader behavior. To quantify verbal interaction patterns and examine to what extent these team dynamics depend on the confederate{\textquoteright}s gender, we conducted a fine-grained interaction analysis of utterances over the interaction period. Findings: We show that leadership claims by one team member evoked subsequent granting behavior in another team member. The more individuals{\textquoteright} claims were granted (counter-claimed) by others, the higher (lower) their level of ascribed emergent leadership. Claims uttered by male or female confederates were equally likely to be granted by team members. However, female confederate leadership claims elicited more counterclaims. Originality/value: Findings highlight the importance of considering leader–follower interaction patterns for the discussion around gender differences in leadership processes.",

keywords = "Communication, Emergent leadership, Follower behavior, Gender, Leadership emergence, Leader–follower interaction, Teams",

author = "{Hemshorn de Sanchez}, {Clara Sofie} and Jana Mangels and Juliane Degner and Nale Lehmann-Willenbrock",

year = "2025",

month = mar,

day = "25",

doi = "10.1108/lodj-09-2023-0537",

language = "English",

volume = "46",

journal = "Leadership & Organization Development Journal",

issn = "0143-7739",

publisher = "Emerald Group Publishing Ltd.",

number = "2",

@article{b910760b43de42d69ac5480db5a96c6e,

title = "Exploring Respectful Inquiry in Leader-Team Interactions: The Differential Effect of Leader Question Asking and Listening on Team Interaction Dynamics in Decision Making",

abstract = "Despite extensive research streams on leadership and team processes, there is a surprising paucity of studies at their intersection. Both research streams share an increasing attention to the social interactions at the core of these phenomena. Leveraging this behavioral lens, this study draws on respectful inquiry theory to explore how specific leader communication behaviors affect team interaction dynamics during decision-making, as one important team process. We conducted a laboratory study with 22 four-person teams and a confederate leader who engaged in a hidden profile task in a personnel selection scenario. We manipulated the leader{\textquoteright}s question asking behavior (open questions vs. statements only) and listening behavior (listening attentively vs. not listening) and randomly assigned teams to one of the four conditions. Team interactions were video-recorded and analyzed at the micro-level of communication. Specifically, we explored how leader communicative behaviors affected (1) the quality of team decision-making, (2) the conversational structure (via speaker turns), and (3) constructive communication patterns. We found that team{\textquoteright}s yielded the lowest performance in the “disrespectful inquiry”-condition (i.e., asking questions but not listening). This condition was also characterized by increased levels of interaction amongst team members that could be interpreted as an attempt to compensate for the lack of functional leadership. By adopting a consistent, micro-level behavioral perspective, our findings bridge the literature of leadership and team interactions and suggest an update to extant theorizing on leadership substitutions.",

keywords = "communication, group or team decision making, group or team dynamics/processes, interaction patterns, leader behavior",

author = "{de Sanchez}, {Clara S. Hemshorn} and Julia Rieg and Nale Lehmann-Willenbrock and Quaquebeke, {Niels Van}",

year = "2024",

month = nov,

day = "29",

doi = "10.1177/10596011241304079",

language = "English",

journal = "Group and Organization Management",

issn = "1059-6011",

publisher = "SAGE Publications Inc.",

@article{264f343eb0fe431a8a16d043472b462c,

title = "NegotiAct: Introducing a comprehensive coding scheme to capture temporal interaction patterns in negotiations.",

author = "Elisabeth J{\"a}ckel and Alfred Zerres and {Hemshorn de Sanchez}, {Clara Sofie} and Nale Lehmann-Willenbrock and Joachim H{\"u}ffmeier",

year = "2024",

doi = "10.1177/10596011221132",

language = "English",

volume = "49",

pages = "743--783",

journal = "Group and Organization Management",

issn = "1552-3993",

publisher = "SAGE Publications Inc.",

number = "3",

@article{7ebb0c9a73e24433aebad639e5e13793,

title = "Criticizing is Never Fun – But Necessary: The Role of Error Management and Gender in After-action Reviews of Police Teams",

abstract = "In the daily work of police officers, human lives are at stake.To ensure that the routines that guide police officers in theirwork are safe and efficient, reflection of past operations andan effective culture of error management are central. Regulardebriefings or after-action reviews (AARs) represent primearenas for these processes to unfold. Yet, it remains unclearhow debriefs shape a culture of error management. To gofurther, the current diversification of traditionally male dominatedpolice departments may create a shift that requiresappropriate management. While research shows that genderimpacts meetings in general, its role in debriefs and especiallyerror management remains unclear. In this study weseek to explore these questions qualitatively analyzing interviewswith police officers (N = 17) via summarizing contentanalysis (Mayring, 2015). Interviewees demonstrated greatinterest in addressing errors appropriately and viewed AARsas opportunities for mutual learning in the team.",

keywords = "error management; gender; after-action reviews; debriefs; police teams",

author = "Natalie Reinhardt and Josephin Wandt and {Hemshorn de Sanchez}, {Clara Sofie} and Nils Sauer",

year = "2023",

doi = "10.1002/9781118929803.ewac0265",

language = "English",

volume = "2023",

pages = "16--36",

journal = "Polizei & Wissenschaft : unabh{\"a}ngige interdisziplin{\"a}re Zeitschrift f{\"u}r Wissenschaft und Polizei",

issn = "1439-7404",

number = "4",