Professional Interests

I'm in general interested in how groups can effectively perform and work together. Within this broad theme, I've worked on a number of different topics, such as the role of group diversity, and potential moderators, such as leadership, emotions, reflexivity, regulatory focus, and personality. Next to this work on groups, I am interested in coordination between people in terms of power dynamics as well as tacit coordination.

Diversity in groups

My main research focus deals with diversity in (work)groups and more specifically with how one can obtain the benefits in group diversity (see van Knippenberg, De Dreu, & Homan, 2004 for a theoretical framework regarding the effects of diversity in groups). In this respect, me and my colleagues have examined the role of diversity beliefs, cross-categorization, super-ordinate identity, and leadership as potential moderators of the "group diversity - group performance and processes" link in order to examine how detrimental categorization processes can be limited and positive information elaboration processes can be enhanced (e.g., Greer et al., 2012; Homan et al., 2007a; 2007b; 2008; 2010; 2011; 2013; van Knippenberg et al., 2011; 2013). My recent research builds on this previous work by examining the effects of different leadership styles in diverse teams (together with, among others, colleagues at Jacobs University in Bremen), arguing for the crucial role of diversity perceptions (Homan et al., 2010), testing the moderating influence of error culture in diverse teams (Rupert et al., working paper), looking at antecedents and outcomes of the minority glass ceiling (together with Seval Gündemir and Mark van Vugt, Mosaic grant), and examining gender differences in leadership styles (together with Marleen Redeker, Reinout de Vries, Mark van Vugt [all at the VU], Filip de Fruyt [Ghent University], Danny Rouckhout [University of Antwerp] and Patrick Vermeren [Performance Coaching]).

Emotions at work

The second line of research deals with how emotions matter in interpersonal interactions at work (Van Kleef et al., 2012), for example, how leader emotional displays affect group performance. We have shown that the epistemic motivation of group members (i.e., the degree to which they are willing to think about the informational aspect of the displayed emotion of the leader) determines the effects of angry vs. happy emotional displays of the leader on actual group functioning (Van Kleef et al., 2009). Additionally, we have found that the followers' level of agreeableness also acts as a crucial moderator in this relationship by showing that groups scoring higher on agreeableness experience more workload and perform less well when confronted with an angry leader than groups scoring lower on agreeableness (Van Kleef et al., 2010). Connected to this work is a line of research examining the role of emotions in groups and conformity of individual group members. Some questions that we are examining there are how emotions displayed by group members influence the behavior of other members within the group (e.g., Heerdink et al., 2013).

Contingencies of group work

Within this line of research, we examined the contingencies of reflexivity in groups, showing that reflexivity is especially beneficial for groups that have initially performed below par (Schippers et al., 2013) and the contingencies of regulatory focus in groups (Beersma et al., 2013). This research shows that depending on task structure (regulatory focus), teams require a different focus to perform optimally. Another line of research deals with how one's position in the group influences the behavior of this person in an intergroup negotiation. This research shows that a person's prototypicality will affect his or her behavior in negotiating with another party in such a way that more peripheral group members are more likely to adhere to group norms and to pay better attention to information than more prototypical group members (e.g., Steinel et al., 2010; Van Kleef et al., 2012).

Coordination

Within this topic, I recently started to get interested in how people attain power in the eyes of others by focusing on norm violating behaviors. More specifically, we examine whether observing someone exhibiting norm violating behaviors results in increased perceptions of power and status conferral (together with Gerben van Kleef, UvA, & Catrin Finkenauer, VU; Van Kleef et al., 2011; 2012). Additionally, I have been working with Erik de Kwaadsteniet and Eric van Dijk (Leiden University) on the role of social category information in tacit coordination (de Kwaadsteniet et al., 2012).

Publications

International Journal Articles

• Heerdink, M. W., Van Kleef, G. A., Homan, A. C., & Fischer, A. H. (2015). Emotional expressions as social signals of rejection and acceptance: Evidence from the affect misattribution paradigm. Journal of Experimental Social Psychology, 56, 60-68. 

• Gündemir, S., Homan, A. C., De Dreu, C. K. W., & Van Vugt, M. (2014). Think leader, think white? Capturing and weakening the implicit pro-white leadership bias. PLoS ONE, 9(1), e83915. doi:10.1371/journal.pone.0083915
• Heerdink, M. W., Van Kleef, G. A., Homan, A. C., & Fischer, A. H. (2013). On the social influence of emotions in groups: Interpersonal effects of anger and happiness on conformity vs. deviance. Journal of Personality and Social Psychology, 105, 262-284.
• van Knippenberg, D., van Ginkel, W. P., & Homan, A. C. (2013). Diversity mindsets and the performance of diverse teams. Organizational Behavior and Human Decision Processes, 121, 183-193.
• Beersma, B., Homan, A. C., Van Kleef, G. A., & De Dreu, C. K. W. (2013). Outcome interdependence shapes the effects of prevention focus on team processes and performance. Organizational Behavior and Human Decision Processes, 121, 194-204.
• Van Kleef, G. A., Steinel, W., & Homan, A. C. (2013). On being peripheral and paying attention: Prototypicality and information processing in intergroup conflict. Journal of Applied Psychology, 98, 63-79.

• Homan, A.C., & Greer, L. L. (2013). Considering diversity: The positive effects of considerate leadership in diverse teams . Group Processes and Intergroup Relations, 16, 105-125. 
• Schippers, M., Homan, A. C., & van Knippenberg, D. (2013). To reflect or not to reflect: Prior team performance as a boundary condition of the effects of reflexivity on learning and final team performance . Journal of Organizational Behavior, 34, 6-23.
• Van Kleef, G. A., Homan, A. C., & Cheshin, A. (2012). Emotional influence at work: Take it EASI. Organizational Psychology Review, 98, 63-79.
• Van Kleef, G. A., Homan, A. C., Finkenauer, C., Blaker, N. M.,& Heerdink, M. (2012). Prosocial norm violations fuel power affordance. Journal of Experimental Social Psychology, 48, 937-942.
• Spisak, B. R.,Homan, A.C., Grabo, A., & Van Vugt, M. (2012). Facing the situation: Testing a biosocial contingency model of leadership in intergroup relations using masculine and feminine faces. Leadership Quarterly, 23, 273-280 .      
• De Kwaadsteniet, E., Homan, A. C.,Van Dijk, E., & Van Beest, I. (2012). Social information as a cue for tacit coordination. Group Processes and Intergroup Relations, 15, 257-271 .  
• Greer, L. L., Homan, A. C., De Hoogh, A. H. B., & Den Hartog, D. N. (2012). Tainted visions: The effect of visionary leader behaviors and leader categorization tendencies on the financial performance of ethnically diverse teams. Journal of Applied Psychology, 97 , 203-213.   
• Van Kleef, G. A., Homan, A. C., Finkenauer, C., Gündemir, S., & Stamkou, E. (2011). Breaking therules to rise to power: How norm violators gain power in the eyes of others. Social Psychological and Personality Science, 2 , 500-507.       
• Van Knippenberg, D., Dawson, J. F., West, M. E., & Homan, A. C. (2011). Top management team diversity: Faultlines, clarity of objectives, and organizational performance. Human Relations, 64, 307-336.         
• Van Kleef,G. A., Homan, A. C., Beersma, B., & van Knippenberg, D. (2010). On angry leaders and agreeable followers: How leaders' emotions and followers' personalities shape motivation and team performance. Psychological Science, 21, 1827-1834.       
• Steinel, W., Van Kleef, G. A., van Knippenberg, D., Hogg, M. A., Homan, A. C., & Moffit, G. (2010). How intragroup dynamics affect behavior in intergroup conflict: The role of groupnorms, prototypicality, and need to belong . Group Processes and Intergroup Relations, 13, 779-794 .
• Homan, A.C., Greer, L.L., Jehn, K. A., & Koning, L. (2010) Believing shapes seeing: The impact of diversity beliefs on the construal ofgroup composition. Group Processes and Intergroup Relations , 13, 477-493 .
• Van Kleef, G. A., Homan, A. C., Beersma, B., van Knippenberg, D., van Knippenberg, B., & Damen, F. (2009). Searing sentiment or cold calculation? The effects of leader emotional displays on team performance depend on follower epistemic motivation . Academy of Management Journal, 53, 562-580.         
• Homan, A. C., Hollenbeck, J. R., Humphrey, S. E., van Knippenberg, D., Ilgen, D. R., & van Kleef, G. A. (2008). Facing differences with an open mind: Openness to Experience, salience of intra-group differences, and performance of diverse groups. Academy of Management Journal, 51, 1204-1222.        
• Homan, A. C., van Knippenberg, D., Van Kleef, G. A., & De Dreu, C. K. W. (2007). Bridging faultlines by valuing diversity: The effects of diversity beliefs on information elaboration and performance in diverse work groups. Journal of Applied Psychology, 92, 1189-1199.     
• Homan, A. C., van Knippenberg, D., Van Kleef, G. A., & De Dreu, C. K. W. (2007). Interacting dimensions of diversity: Cross-categorization and the functioning of diverse work groups. Group Dynamics: Theory, Research, and Practice, 11, 79-94 .
• van Knippenberg, D.,De Dreu, C. K. W., & Homan, A. C. (2004). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89, 1008-1022 .

Dutch Publications and Book Chapters     

• Gündemir, S., Homan, A. C., Van Vugt, M., & De Dreu, C. K. W. (forthcoming). Hé, dat is mijn plek! Etniciteit, Leiderschap en Fysieke Afstand. Jaarboek Sociale Psychologie 2013. 

•  Homan, A. C., & van Knippenberg, D. (2014). Faultlines in diverse teams. In S. Otten, K. van der Zee, & M. Brewer (Eds.), Towards inclusive organizations: Determinants of successful diversity management at work (pp. 132-150). Hove, UK: Psychology Press.

• Homan, A. C., Redeker, M., & De Vries, R. E. (forthcoming). Team conflict and leadership. In N. M. Ashkanasy, O. B. Ayoko, & K. A. Jehn (Eds.), Handbook of research in conflict management . Cheltenham, UK: Edward Elgar Publishing.
• Steinel, W., Van Kleef, G. A., & Homan, A. C. (2012). En wie niet springt... is waarschijnlijk geen perifeer groepslidmet een hoge need to belong. Jaarboek Sociale Psychologie.          
• Heerdink, M. W., Van Kleef, G. A., Homan, A. C., & Fischer, A. H. (2012). Conformiteit door emoties: De effecten van boosheid en blijdschap. Jaarboek Sociale Psychologie.      
• Janz, K., Licklederer, C., Eckhoff, R. A., Homan, A. C., & Voelpel, S. (2012). Leveraging age diversity in times of demographic change: Thecrucialrole of leadership. In C.L. Scott and M.Y. Byrd (Eds.), Handbook of research on workforce diversity in a global society: Technologies and concepts (pp. 163-183). Hershey: IGI Global.
• Van Knippenberg, D., Homan, A. C., & Van Ginkel, W. (2012). What's in it for me? Considering the effects of differences with a focus on diversity mind-sets. In. Q. M. Roberson (Ed.), Oxford Handbook of Diversity. Oxford, UK: University Press.          
• Homan, A. C., & Jehn, K.A. (2010). How leaders can make diverse groups less difficult: The role of attitudes and perceptions of diversity. In S. Schuman (Ed.), Handbook for working with difficult groups (pp. 311-322). Hoboken, NJ: Jossey-Bass.
• Oortwijn, M., Homan, A. C., Saab, N. (2010). Methodologies of peer interactions: Insights from face-to-face, computer-supported, and group decision-making learning settings. In F. Columbus (Ed.), Collaborative learning: Methodology, types of interactions and techniques (pp. 197-224). Hauppauge, NY: Nova Science.
• Homan, A. C., & Jehn, K. A. (2010). Organizational faultlines. In K. N. Hamnum, B. McFeeters, & L. Booysen (Eds.), Leadership Across Differences: Cases and Perspectives (pp. 87-94). San Francisco, CA: Pfeiffer/John Wiley & Sons.         
• De Vries, G., & Homan, A. C. (2008). Diversity and leadership: Transformational leadership and its role in managing diversity. Gedrag & Organisatie, 21 , 295-309.

PhD supervision

• 2011 - present - Christiane Horstmeier - Jacobs University Bremen & VU University Amsterdam
• 2011 - present - Doris Rosenauer - Jacobs University Bremen & VU University Amsterdam
• 2011 - 2014 - Anika Deinert - Jacobs University Bremen & VU University Amsterdam (graduated)
• 2010 - present - Seval Gündemir - VU University Amsterdam & University of Amsterdam
• 2010 - present - Marc Heerdink - University of Amsterdam
• 2008 - 2012 - Marleen Redeker - VU University Amsterdam (graduated)
• 2008 - 2013- Claudia Buengeler - Jacobs University Bremen & VU University Amsterdam (graduated)
• 2008 - present - Katherina Janz - Jacobs University Bremen & VU University Amsterdam
• 2008 - 2013 Robert Eckhoff - Jacobs University Bremen & VU University Amsterdam (graduated)

Full CV

Biographical Sketch

Astrid Homan is an associate professor of work and organizational psychology at the University of Amsterdam. She worked on her dissertation research at the same department (PhD in 2006). During her PhD, she received a competitive Fulbright Scholarship to visit Michigan State University, East Lansing. In 2006 she won the IACM best paper award for her work on diversity beliefs in diverse groups. She then moved to the department of Social and Organizational Psychology at Leiden University. In 2008, she was a visiting professor at the University of California, Berkeley. In the same year, she moved to the VU University in Amsterdam, where she worked until February 2012. In March 2012, she moved back to the University of Amsterdam as a tenured staff member. In the same year, she won the IACM best theoretical paper award. In the autumn of 2014, she was a visiting professor at Columbia Business School in New York, at the management department.

She is involved in various PhD projects at the University of Amsterdam, VU University, and Jacobs University Bremen on diversity, power, emotions, and leadership. In 2010, she obtained a Mosaic Grant together with Seval Gündemir and Mark van Vugt, to examine the minority glass ceiling effect.

She is an editorial board member for a wide variety of journals, such as Small Group Research, British Journal of Management, Social Psychological and Personality Science, and the Journal of Applied Psychology.

Please find my complete CV and some interesting links below.

• CV Astrid Homan

• Academy of Management OB web Interview on the role of diversity beliefs in diverse teams

• RTL-Z Interview - Chilean Miners

• Personal webpage Astrid Homan at Social Psychology.org

• Geen nevenwerkzaamheden