L6: Leadership Flashcards
1
Q
Leadership
A
A process of social influence in which one person enlists the aid and support of others in the accomplishment of a common task. Involves a formal leader who is given authority to influence other team members. Leader seen as an input variable that can affect group process and emergent states. Related to team need satisfaction, whoever contributes to this need satisfaction takes on a leadership role
2
Q
What is the best leadership function for formal locus external?
A
Composing the team
3
Q
What is the best function for informal locus internal?
A
Structure and plan
4
Q
What function is the best for all formalities?
A
Providing feedback?
5
Q
What function is the best for locus internal informal and formal?
A
Performing team tasks
6
Q
Why is leadership important?
A
It gathers interest over time, popular for businesses and academia. Seen as the most important ingredient of team effectiveness
7
Q
What is the difference between IPO vs IMOI?
A
IMOI replaces process with mediator, and mediators can be processes or emergent states. It suggests a cyclical pattern as outputs can become inputs for teams
8
Q
What is team leadership?
A
Process of team need satisfaction in the service of enhancing team effectiveness
9
Q
Initiating structure
A
Leader behaviours that ensure that followers perform their jobs like assigning tasks, set goals, plan ahead and decision-making Involves minimizing role ambiguity and conflict, giving directions and making one-way autocratic decisions
10
Q
Consideration
A
Behaviours that indicate respect and trust, and communicates that leaders value good relationships with followers and two-way communication
11
Q
Contingency theory of leadership
A
Behavioural style of the leader should match the situation, each leadership style can be effective contingent on the circumstance
12
Q
Which factors can predict who emerges as a leader?
A
Personality, diffuse status characteristics, specific status characteristics, prototypicality (2 forms: similarity to members in the group and similarity to leadership) and emotional intelligence
13
Q
What can the favourability of a situation depend on?
A
Leaders with strong relationships with their members have greater influence. Structured tasks, with clear goals and procedures, are easier to manage than unstructured ones. Higher position power, including authority to reward or punish, also increases a leader’s influence.
14
Q
Which aspects are less important when a leader is well-liked?
A
Consideration such as nondirective behaviour, permissive attitudes, so should use a more directive style in these situations. This is also the case when the situation is very unfavourable, as will result in inactivity. Can work well in conditions of moderate favourability, and especially important when tasks are ambiguous
15
Q
What are the team performance cycles?
A
Transition phase is evaluating and planning activities for goal attainment. The needs are: outlining objectives, setting goals, developing shared mental models + transactive memory. Related to tuckman model.
Action phase is engaging in activities that help goal accomplishment. Needs: monitoring output, resources, changing conditions, managing boundary spanning. Related to IPO/IMOI model
Teamwork depends on recurring cycles of mutually dependent interaction and goal directed activities with 2 phases
16
Q
How can this theory be tested?
A
Using the Least Preferred Coworker scale, when leaders this about their least preferred coworker and rate this person on various dimensions. High scores reflect consideration rather than initiating structure, which negatively predicts team performance in favourable and unfavourable situations but positively in moderately favourable situations
17
Q
What are some criticisms and advantages of contingency theory?
A
Criticisms: assumes that leadership style is fixed, but usually leadership adapts to the situation and the types of behaviours are complementary rather than mutually exclusive-> found to both have positive effects on team performance
Advantages: under some conditions consideration works better while in other cases initiating structure does
18
Q
What else can influence the effects of leadership?
A
The effects of leadership depends on functional heterogeneity of the team like diversity in roles, distinguishing physicians, nurses and the type of outcome was assessed. For team innovation, participative leadership was better. For regular job performance, directive leadership was better for heterogenous teams. Structured tasks: directive leadership was better, but participative leadership was better for unstructured tasks
19
Q
Transactional leadership
A
Focusses on reward contingencies and exchange relations. Leaders influence their followers by rewarding high performance and reprimanding mistakes and substandard performance
20
Q
Transformational leadership
A
refers to leader behaviors that aim to stimulate followers to move beyond immediate self-interest (such as rewards and punishments), and strive towards a higher collective purpose, mission, or vision. Leaders accomplish this by developing, intellectually stimulating, and inspiring their followers, associated with charisma
21
Q
How does the Multi-Factor Leadership Questionnaire measure leadership?
A
Measures three dimensions of transactional leadership (contingent rewards, active management by exception, and passive management by exception) and four dimensions of
transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration). Thus also explains non-leadership
22
Q
How are transactional and transformational leadership related?
A
Strong positive correlation between transformational leadership and the contingent rewards dimension of transactional leadership. This is also related to other outcomes like job satisfaction, follower motivation and leader effectiveness. But correlations with other dimensions are weak. Laissez-faire related to lower levels of satisfaction, motivation and leader effectiveness ratings
23
Q
In which situations should transactional and transformational leadership be used?
A
Transactional leadership should be used for structured tasks in a regular job performance context. Transformational leadership should be used for unstructured tasks, innovation, stressful situations, cultural context, high power distance and collectivism
24
Q
Why is the relationship between these two styles of leadership not that strong overall?
A
As it is stronger in stressful situation than day-to-day performance contexts. Teams might more readily accept the influence of transformational leaders than other teams, which depends on team cultural values (shared beliefs about ideal modes of behaviour and ideal end-states). Specifically power distance and collectivism can result in more susceptibility to transformational leadership. This is because they identify more with the team and take a group-oriented approach-> transformational. Transactional leadership works better with individualistic values
25
What determines who will emerge as the leader?
Can be based on those who have better performance expectations based on age, gender, skills and abilities. Intelligence is the best predictor of emergent leadership, and masculinity, and dominance. Neuroticism is negatively related to leader emergence, extraversion, openness to experience all were positively related, and agreeableness has no consistent relations. Group members showed less leadership when incongruent with the gender orientation of the task. This is due to being less prototypical group members, and so less likely to become group leaders
26
Why is it important to have a leader?
Leaders perform certain functions that allow a team to perform well, such as encouraging interaction, resources, different points of view, acting as a coach. Emergent leadership has been found to have a positive effect, particularly when both the emergent leader and the other team members scored high on leadership performed better
27
Shared leadership
an emergent team property that results from the distribution of leadership influence across multiple team members. It is higher when team members have a higher degree of influence in the team. Measured through the density of the team's internal leadership networks. Higher density indicate that many team members rate many of their peers as leaders
28
What does shared leadership require?
- members of a team must offer leadership, influence the direction, motivation and support of the group
- the team must be willing to rely on leadership by multiple team members
- both internal team environment (shared purpose, social support and voice) and external team environment (supportive coaching) results in leadership
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Why are internal team environment and external team supportive coaching important?
Teams with an unsupportive internal team environment were also able to develop shared
leadership when they received external supportive coaching.
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What is the nature of team functioning?
Effective team leadership requires understanding team functioning, which operates in recurring transition (planning) and action (execution) phases. Teams face challenges that can hinder goal attainment, requiring leaders to address key needs:
Transition Phase: Set goals, establish norms, define strategies, and build shared understanding.
Action Phase: Monitor progress, coordinate tasks, manage resources, and communicate effectively.
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Functional leadership theory
Leadership role is to do or get done whatever is not handled for group needs, function seen as leader as completer. Dimensions of leadership: leader is member of a team (internal) or outside of team's activities (external). Formality is whether responsibility formalized or no direct responsibility. Internal and formal= team leaders and project, external and formal = formally assigned leaders not members of the team, internal and informal= leadership responsibilities shared, external and informal= outside the team and meets critical needs like mentor
32
What is important in the composing teams function as a leader?
Team composition, including members' characteristics and their distribution, significantly impacts team processes and performance. Key leadership responsibilities include: Aligning Team Composition with the Task Environment: Selecting or adjusting team members to ensure the right mix of skills, experience, and diversity for effective performance, while adapting to changing conditions.
Fostering Cooperation and Cohesion: Ensuring team members build trust, communicate well, and work effectively together, as diversity and personality traits influence cohesion and conflict.
Effective leadership requires balancing task competence with interpersonal harmony to optimize team success.
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Why is defining the team's mission an important function?
Defining a team's mission is a key leadership function that ensures clarity, alignment with organizational goals, and a shared purpose among members. A well-defined mission fosters team cohesion, common identity, and goal achievement. Both formal and informal leaders play a role, with formal leaders defining the mission and informal leaders reinforcing shared understanding. Effective mission-setting is crucial for team performance and collaboration.
34
Why is establishing expectations important as a leader?
Setting clear performance expectations and goals is a crucial leadership function that enhances team performance, motivation, and cohesion. Whether led by a formal leader or self-managed, teams with well-defined, challenging goals outperform those without. Goal setting helps direct individual actions, fosters a shared team identity, and strengthens commitment to team objectives. Leaders play a key role in facilitating this process, ensuring alignment with organizational expectations and promoting accountability.
35
Why is structure and planning important as a leader?
Structuring and planning involve defining how a team will achieve its goals by coordinating roles, tasks, and workflows. This leadership function ensures efficiency, clarity, and alignment in team efforts. Both formal and informal leaders contribute to structuring and planning, with research suggesting that shared leadership enhances performance. Internal leaders may be particularly effective due to their direct involvement in daily team activities.
36
Why is training and developing the team important as a leader?
Training and developing the team ensures members have the necessary skills for both individual tasks and effective teamwork. This function involves formal training, peer coaching, and mentoring to enhance technical skills, communication, trust, and coordination. Both formal and informal leaders contribute, with formal leaders providing structured training and informal leaders offering ongoing peer support. Effective training fosters shared mental models, team cohesion, and long-term self-sufficiency.
37
Why is sensemaking important as a leader?
Sensemaking helps teams interpret and adapt to critical internal and external events that could disrupt performance. Leaders identify, analyze, and communicate the significance of these events to help teams develop shared mental models and cope effectively. External leaders are especially useful in clarifying ambiguous or conflicting information. Research shows that sensemaking enhances team functioning but may be perceived as intrusive in self-managing teams.
38
Why is providing feedback important as a leader?
Providing feedback helps teams assess performance, adapt, and improve over time. Different leadership sources offer various types of feedback: internal leaders provide ongoing task-related insights, external leaders help teams adjust to environmental changes, and formal leaders track progress against goals. Effective feedback is timely, specific, and balanced, fostering coordination, communication, learning, and commitment. Research shows that feedback enhances team creativity, adaptability, and cohesion.
39
Why is monitoring the team important during the action phase?
Monitoring the team involves tracking performance, progress, and external factors impacting the team’s success. This leadership function includes evaluating team processes, resources, and member performance. Studies show that effective monitoring enhances team cohesion and leader effectiveness. It can vary from active, detailed monitoring to more passive observation, depending on the situation. Internal leaders are best at monitoring team performance, while external leaders excel at monitoring external factors.
40
Why is managing team boundaries important in the action phase?
Managing team boundaries involves balancing the team’s internal cohesion with its external relationships. Leaders represent the team’s interests, protect it from external interference, and coordinate with other teams or organizational units. This includes securing resources, managing stakeholder expectations, and negotiating with others. Effective boundary management ensures that the team stays connected to the broader organization while minimizing disruptions, and it is particularly important in dynamic or interdependent environments. Formal external leaders are best positioned to manage these functions.
41
Why is challenging the team important during the action phase?
The "Challenge team" leadership function involves prompting teams to question their methods, assumptions, and processes to improve task performance. This encourages continuous exploration of alternative ways to work and creates a cycle of innovation. It aligns with intellectual stimulation in transformational leadership, where leaders motivate teams to think differently and improve their work. Leaders challenge teams by assigning tough tasks and fostering innovation, which has been shown to improve team satisfaction, motivation, and overall performance. Formal external leadership is best suited for this function.
42
Why is performing the team task in the action phase important?
The "Perform team task" leadership function involves actively participating in or intervening in the team's work to ensure task completion. External leaders may step in as needed, while internal leaders are more involved in day-to-day tasks. This function is essential for team goal attainment and productivity, with leaders providing direct assistance when necessary, especially during disruptive events. Studies show that leaders' active involvement in tasks positively impacts team performance, particularly in high-intensity or challenging situations. Contextual factors like workload and external events influence when leaders intervene in team tasks.
43
Why is solving problems important in the action phase?
The "Solve problems" leadership function involves diagnosing and addressing complex, task-related issues that hinder team performance. Effective leaders use their knowledge and the team's expertise to analyze problems and develop solutions. Research shows mixed results: some studies find problem-solving linked to higher team performance, while others suggest it may not always improve outcomes, especially in shared or informal leadership contexts. Formal external leaders may be more effective in solving problems due to their broader perspective, though internal leaders may be better positioned to address issues directly as they arise.
44
Why is providing resources important in action phase?
Involves securing and supplying teams with necessary informational, financial, material, and personnel resources. Adequate resources are essential for task completion and signal organizational support, boosting team motivation and efficacy. Leaders must also monitor and replenish resources as needed. While conceptual arguments emphasize the importance of this function, empirical research is limited. Studies suggest that formal external leaders are best positioned to acquire resources, as they can access external networks and organizational support.
45
Why is encouraging team self-management important?
Encouraging team self-management is a leadership function that promotes autonomy by allowing teams to handle their own tasks and leadership roles. Rooted in self-control and social learning theories, it enhances adaptability and resilience. Empirical research shows mixed results—some studies highlight its effectiveness in improving leadership perception, satisfaction, and self-rated effectiveness, while others find minimal impact on team performance. Future research is needed to determine the conditions under which self-management is most effective and whether informal internal leaders can provide similar encouragement.
46
Why is supporting social climate important?
Supporting the social climate involves fostering positive team interactions, addressing interpersonal issues, and maintaining a supportive environment. Research shows that leaders who demonstrate respect, warmth, and concern enhance team satisfaction, cohesion, and performance. This function can be performed by both formal and informal leaders, with studies linking it to better team productivity, emotional management, and overall effectiveness.
47
What should future research focus on?
- nontraditional leadership structures and exploring multiple sources of team leadership
- need to identify mediational mechanisms
- some leadership sources are better for certain team leadership functions
48
What is the team leadership effectiveness criteria?
Team leadership effectiveness is evaluated using affective (e.g., satisfaction, commitment), behavioral (e.g., task performance, prosocial behaviors), and cognitive (e.g., learning, adaptation) criteria, with no single ideal measure. Evaluations can focus on individual leaders, the effectiveness of leadership functions regardless of who performs them, or the overall team’s success in fulfilling leadership needs. Future research should carefully select relevant criteria based on team type and research goals.
49
Team
Group of people with relative stability and a clear collective goal, including boards, management teams, R & D teams, brainstorming, service and project teams. Composed of people with different demographic backgrounds, personalities, values, knowledge and expertise. Diversity is the differences between people on any attribute that leads to perceptions that another is different from the self
50
What are the two overarching processes of diversity?
The negative effects of diversity emerge from subgroup categorization and intergroup diversity, resulting in subgroups. This leads to favouring in groups over outgroups.
The positive effects can be explained by receiving more info, as the group if more diverse and can engage in info elaboration (the degree to which info, ideas or cognitive processes are shared among group members
51
What did the review find on diversity processes?
1. no direct relationship between diversity and processes or outcomes due to inconsistent results
2. importance of transformational leadership, but inconsistent results on its role as a moderator
3. team leadership found to moderate the relationship between team diversity and emergent states or processes
52
What is the leading diversity model?
- teams experiencing bias have different leadership needs than teams engaging in info elaboration
- effective leadership behaviours depend on diversity-related competencies like cognitive understanding, social perceptiveness and behavioural flexibility
- team leaders should allocate time and energy to maximize the likelihood of enhancing the team's performance through certain leadership behaviours
53
What are the most effective leader behaviours?
Leadership behaviors can be categorized into task-focused (goal-oriented, structuring tasks) and person-focused (relationship-building, fostering cohesion). While leaders can exhibit both, they often prioritize one based on team needs.
In diverse teams, leadership should match team dynamics: Person-focused leadership counters intergroup bias by promoting cohesion. Task-focused leadership enhances information elaboration by improving shared understanding. Leaders can be proactive (preventing bias or fostering information sharing) or reactive (addressing ongoing issues). Effective leaders flexibly adapt behaviours based on team needs, guided by cognitive understanding, social perceptiveness, and behavioural flexibility.
54
What is cognitive understanding?
Possessing complex knowledge structures pertaining to diversity-> related to predicting what diversity-related processes (cues: diversity constellation + reward structure)
55
What is the role of leader cognitive understanding?
- reflect this by predicting which diversity-related prognosis is most likely to become dominant and which behaviour is most effective
- one predictive cue could be faultlines, diversity characteristics not converging
- reward structure of team task such as linked to members of a specific discipline (resulting in intergroup bias and less info elaboration) or overarching
- can be develop through previous experiences with diversity or training or cultural intelligence
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Main propositions
- leaders who have a better cognitive understanding of how diversity can influence teams will be able to predict diversity processes
- Leaders who have higher levels of social
perceptiveness will be better able to diagnose their team’s
current dominant diversity-related process.
- leaders with higher behavioural flexibility are able to match leadership to diversity processes
-diverse teams with more intergroup bias with more person focussed behaviours
- diverse teams with more info elaboration will perform better with more task-focussed leadership
- for anticipated events, the leaders ability to predict processes results in proactive shifting of leadership events
-for unanticipated events, the leaders ability to predict processes results in reactive shifting of leadership events
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Social perceptiveness
an inclination to attend to social information pertaining to team diversity-related needs
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What is the role of leader social perceptiveness?
- diagnosing dominant team process after it has occurred to manage teams
- cues to help include: intergroup bias (increased distance, closed postures, less friendly communication, discomfort), info elaboration indicated through focus on tasks, less feedback to improve learning, types of questions asked
- can be developed through previous experiences like multicultural encounters and social abilities (linked to openness to experience)
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What is the role of behavioural flexibility?
- leaders need to show behaviours to address future or current needs of the team
- defined as the ability and willingness to respond in different ways to different situational requirements
- acquired through multicultural experiences to inform different contexts and communicating
- also related to interpersonal flexibility and openness to experience
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What are the antecedents of these competencies?
Cognitive understanding: multicultural experiences + cultural intelligence
Social receptiveness: multicultural experiences, openness to experience, emotional intelligence
Behavioural flexibility: multicultural experiences, openness to experience and interpersonal flexibility
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How to match leadership behaviours to team needs?
Person-focused leadership is most effective in counteracting bias by fostering trust, cohesion, and conflict resolution.
Task-focused leadership is less effective as biases can hinder information sharing.
To reduce bias:
Recategorization – Creating a shared team identity to unify subgroups.
Decategorization – Encouraging individuation to reduce stereotypes.
Reducing Identity Threat – Fostering psychological safety to prevent ingroup favoritism.
By addressing intergroup bias through relationship-building, person-focused leadership improves team cohesion and performance.
62
What leadership style is best for info elaboration?
Diverse teams benefit from information elaboration (exchange of diverse perspectives), but this does not always improve performance due to issues like lack of a shared mental model, low motivation, or focus on shared over unique information. Task-focused leaders enhance information elaboration by structuring tasks, clarifying goals, providing feedback, and increasing accountability. Person-focused leadership is less effective, as high trust may reduce the need for additional support and lead to groupthink or consensus-seeking, limiting information exchange.
63
How does Task-Focused Leadership Enhance Information Processing?
Structuring Tasks – Establishing clear procedures helps teams effectively exchange and integrate information.
Providing Feedback – Improves task clarity, team efficacy, and motivation for deeper engagement.
Increasing Accountability – Encourages critical thinking and thorough information processing.
64
What are temporal dynamics in leadership?
Effective leadership in diverse teams requires behavioral dynamism, as team needs change over time. Leaders must shift between task-focused and person-focused behaviors based on anticipated or unexpected events affecting team diversity.
65
What are the key adaptations needed for leaders?
Anticipated Events (e.g., new team members, organizational changes) allow leaders to proactively adjust behaviors.
Example: Strengthened faultlines may require more person-focused leadership; new reward structures may necessitate task-focused leadership.
Unanticipated Events (e.g., turnover, project failures) require reactive adjustments.
Example: Conflict from unexpected failure may require person-focused leadership, while turnover may need task-focused leadership to manage communication.
Ongoing Adaptation – Once intergroup bias is resolved, leaders should shift from person-focused to task-focused leadership to maintain alignment with team processes.
66
What are the two forms of team leadership?
Focused leadership which is when leadership is within a single individual, whereas distributed is when two or more individuals share the roles, responsibilites and functions of leadership
67
How is leadership a relational phenomenon?
relational process involving mutual influence among team members as they work toward objectives. Social network theory provides a useful framework for analyzing these influence patterns, focusing on relationships. This involves: Leadership Network Density: Represents how widely leadership influence is distributed within a team.
Mutual Influence: More team members exerting leadership increases network density.
Network Density Measurement: The proportion of actual leadership ties relative to possible ties, capturing how leadership is shared rather than just perceived.
68
How is shared leadership related to similar constructs?
Self-management & Team Autonomy: While these allow teams more control over decisions, they don’t guarantee shared leadership, as other factors (e.g., coaching) also play a role.
Team Empowerment: Involves motivation from meaningfulness, autonomy, and impact, which can facilitate or result from shared leadership, but does not ensure leadership is widely distributed.
Cooperation & Helping: Promote team efficiency but lack the active influence necessary for leadership.
Team Cognition (TMS & TMM): Concern knowledge structures (shared expertise & understanding), whereas shared leadership focuses on influence distribution. Both may reinforce each other.
Emergent Leadership: Involves informal leadership by one or two members, whereas shared leadership distributes influence across the team, regardless of formal roles.
69
How is shared leadership unique?
is unique in its focus on collective influence, distinguishing it from related but separate team processes.
70
How can internal team environment influence shared leadership?
Through:
Shared Purpose: Common goals increase motivation, commitment, and leadership distribution.
Social Support: Emotional encouragement fosters cooperation and shared responsibility.
Voice: Participation in decision-making enhances engagement and leadership influence.
71
How can external team coaching influence shared leadership?
Supportive external coaching enhances team self-management, autonomy, and shared leadership by:
Encouraging and reinforcing leadership behaviors, boosting team confidence and independence.
Building commitment to team objectives, reducing free riding and promoting initiative.
Providing strategic guidance, ensuring alignment with work demands and improving coordination.
Coaching is most impactful when the team lacks an internal supportive environment (shared purpose, social support, and voice). When these internal conditions are strong, external coaching becomes less critical.
72
How does shared leadership influence team performance?
Shared leadership enhances team commitment, resource utilization, trust, and coordination, improving performance on complex tasks. Studies show that shared leadership predicts team effectiveness better than traditional vertical leadership across various settings, including student teams, corporate teams, virtual teams, and startups. Teams perform best when multiple members exhibit leadership, rather than relying on a single leader.
73
Hypotheses
- the degree of shared leadership is positively related to team performance
- team coaching by an external leader interacts with the internal team environment by predicting shared leadership
- an internal team environment is positively related to the level of shared leadership
- external team coaching is positively related to the level of shared leadership in a team
74
What were the methods of this research?
They looked at consulting teams consisting of MBA students. The teams are multifunctional in expertise and concentration. Data was collected using surveys, clients assessed the team performance and shared leadership was assessed using a social network approach, internal team environment, and coaching were measured with questionnaires
75
What did the results find?
Internal team environment and external coaching both positively predicted shared leadership, supporting Hypotheses 1 and 2.Team size was the only significant control variable. A significant interaction was found between internal team environment and coaching. Teams with low internal support still developed shared leadership when coaching was high, but coaching had little impact when internal support was strong. Shared leadership strongly predicted team performance and accounted for extra variance in performance beyond effects of internal environment and coaching.
76
What are the implications of this research?
- organizations should develop internal leadership patterns by setting expectations and encouraging members
- should have a clear and shared sense of direction and purpose
- external leaders should engage in supportive coaching to develop shared leadership through reinforcing, rewarding
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Limitations of this research?
Causality not established due to a partially cross-sectional design; longitudinal studies are needed.
Sample consisted of MBA students, not full-time employees, which may limit generalizability.
Potential common source variance in measuring internal team environment and shared leadership, though mitigated by using network measures.
Measurement of shared leadership as network density improved research but lacked clear definitions, possibly capturing participation rather than leadership influence.
78
Why is face to face communication better than CMC for leadership?
1) Face-to-face communication is richer in nonverbal (i.e., visual) and paraverbal (i.e., auditory) cues;
2) Face-to-face communication minimizes information loss due to the simultaneous usage of multiple communication channels;
3) Face-to-face communication maximizes feelings of social presence and conversational involvement;
4) Face-to-face communication transmits information about social standing and social context;
5) Face-to-face communication is less physically and cognitively taxing than other communication media
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Why is this important in leadership specifically?
Because there might be less transformational leadership in virtual teams, as visual and auditory cues are needed for emotional communication. Charisma and inspirational motivation use nonverbal and paraverbal cues
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How does this study predict that leadership differs virtual vs face to face?
- transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individual consideration) occur less frequently virtually
- transformational leadership behaviour vary based on team context
- team type moderates the effect of transformational leadership on team performance and project satisfaction
81
Why is there a stronger relationship between TL and performance for virtual teams?
As the situations are more weak (less clear social or structural cues) in virtual teams leading to more confusion and uncertainty. This increases the potential for charismatic and TL to take effect to engage self-concepts and inspire them
82
What is e-leadership theory?
suggests that virtual teams can adapt technology to their needs, with virtual team leaders playing an essential roles. They predicted that virtual teams with participative leadership would be more effective than those with directive leadership
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What is the method of this research?
Leaders either met teams virtually or face to face, and their leadership style was coded. Project satisfaction was measured by questionnaires and project proposals were rated by other students
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What did results find?
Team type was uncorrelated with team performance and project satisfaction. No difference in TL between virtual and face-to-face teams. But intellectual stimulation and individual consideration was higher in the face-to-face condition. There were no consistencies in the leader behaviour across teams as the behaviour changed virtually or face-to-face. TL and team type had a significant interaction with team task performance (TL more strongly linked in virtual teams), but no interaction found for project satisfaction
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How can the results be summarized?
- no face to face vs virtual difference for transformational leadership composite score, or inspirational motivation/ idealized influence but higher intellectual stimulation and individual consideration for face to face teams. Leaders who displayed more TL had higher performing teams
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What did post hoc tests reveal?
Post hoc analyses found no evidence of practice effects influencing team performance. Additionally, leaders who adapted their transformational leadership behaviors to the virtual context were more effective overall. Specifically, those who increased individualized consideration and inspirational motivation in virtual teams had higher team performance. Leaders who maintained the same leadership style across contexts were less effective
87
Why is it difficult to use mean level comparisons of leadership?
As within-person comparisons suggest that behaviours change with context but not consistently
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Why is TL important in virtual teams?
- virtual team members feel less known -> relationships more important
- harder time bonding due to lack of face-to-face interactions
- confused by less natural communication environment-> increasing follower motivation and decreasing social loafing
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What is important for leaders to do?
functionally match the needs of the
team depending on the dominant process (i.e., informational elaboration vs. subgroup categorization/intergroup biases)
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Person-focussed leadership
Facilitating team member relationships, social interactions and/or development (e.g., supportive leadership, concern
for subordinates, individualized consideration).
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Task-focussed leadership
Facilitating task accomplishment (e.g., offering structure when accomplishing
tasks, directive behaviors, performance
feedback).
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Complementary matching
When teams experience intergroup bias which is characterized by conflict, distrust, disliking. Leaders can counteract these processes by: encouraging re-categorization, encouraging de-categorization and reducing identity threat
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Supplementary matching
Teams that experience information elaboration is characterized by the exchange of divergent info and perspectives. Leaders can facilitate this by providing clear context for collaboration, offering feedback and enhancing accountability
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What is proactive vs reactive leadership?
Proactive leadership reduces intergroup bias and enhances information elaboration, leading to better team performance. Reactive leadership is linked to team performance but does not actively shape team processes like proactive leadership does
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What are the differences in leader styles?
- transactional: focuses on reward contingencies + exchange relations, reward high performers, punish mistakes (contingent rewards + management by exception)
- transformational (stimulate followers beyond self-interest, strive towards collective purpose)
- laissez-faire: avoid leadership responsibilities, takes action if no other option
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How can leaders facilitate team processes?
Encouraging interaction among all group members
Finding the necessary resources to get the job done → boundary spanning
Acting as coach → EXTERNAL SOURCE as noted by Morgeson et al. & Carson et al.
Clarifying members’ responses → sense making
Positive outcomes as leaders help team processes + improve team performance
