Disentangling the relationship between empowering leader behaviors and adaptive performance in work teams

Rousseau, Vincent; Aubé, Caroline

doi:10.1177/1368430219854801

Cited by 15 publications

(11 citation statements)

References 88 publications

(131 reference statements)

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“…Conceptualizing changes in leadership arrangements as a team adaptation process supports suggestions in the literature that shared leadership has implications for team adaptation (e.g., Burke et al, 2006;Lorinkova & Bartol, 2021;Rousseau & Aubé, 2020). Shared leadership is likely to foster team adaptation as a dynamic response to emerging new needs, where leadership transitions within the team happen in response to new demands being imposed on the team (Burke et al, 2003).…”

Section: Leadership Transitions In Teamsmentioning

confidence: 70%

A Model of Leadership Transitions in Teams

Marques-Quinteiro

Dijk

Peterson

et al. 2022

Group & Organization Management

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Teams with shared leadership arrangements are ubiquitous in twenty-first century organizations. Although transitions in leadership are a common and key feature of such teams, there is little insight into how and when leadership arrangements transition over time. Bridging the shared leadership and team adaptation literatures, we present a model of Leadership Transitions in Teams to describe the adaptive process through which teams intentionally modify the existing leadership arrangement. The basic assumption underlying this model is that leadership transitions occur when there is a mismatch between the team’s needs and its current leadership arrangement. Such a mismatch results from an anticipated or observed change. If it is anticipated, team members can democratically discuss and try out a new leadership arrangement, preventing mismatch and thus lowered team effectiveness. In contrast, if the mismatch has already occurred, teams are more likely to adopt a less democratic process—either a coalition-based or intervening-based process—to change the leadership arrangement in their team to counteract faltering team effectiveness. We propose that the ways in which leadership transition episodes can unfold and relate to team effectiveness will depend on the type (determined by the timing of the leadership transition episode in relation to the change), approach (determined by the extent to which there is consensus on if and how to change the leadership transition episode), and boundary conditions of leadership transition episodes. We advance an agenda for research on leadership transitions in teams and outline practical implications for teams with shared leadership structures.

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Section: Leadership Transitions In Teamsmentioning

confidence: 70%

A Model of Leadership Transitions in Teams

Marques-Quinteiro

Dijk

Peterson

et al. 2022

Group & Organization Management

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“…Managerial practices, on the other hand, include continuous learning, strong learning climate (Han and Williams, 2008), climate for innovation (Charbonnier-Voirin et al, 2010), training, career planning, job autonomy (Tabiu et al, 2020;Huntsman et al, 2021), shared leadership, access to resources (Rousseau and Aub e, 2020), and self-leadership (Marques-Quinteiro et al, 2019). However, Rousseau and Aub e (2020) is the only study among those listed here to use a sample relevant to the fire service (the authors sampled public safety organizations).…”

Section: Literature Reviewmentioning

confidence: 99%

“…, 2010), leader vision (Griffin et al. , 2010), managerial empowerment, supervisor support (Charbonnier-Voirin and El Akremi, 2011), empowering team leaders (Rousseau and Aubé, 2020), and organizational empowering leadership (Qiu et al. , 2018).…”

Section: Literature Reviewmentioning

confidence: 99%

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The effects of empowerment at multiple leadership levels in the fire service: a moderated mediation model

Huntsman

Greer

Murphy

et al. 2022

IJES

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PurposeWhile uncertainty during emergency response operations necessitates adaptive performance, emergency response organizations, such as the fire service, tend to constrain adaptive behaviors due to their highly formalized bureaucratic structures. Structural theories suggest that leaders can empower employees to bypass these constraints.Design/methodology/approachUsing survey data from four US fire departments, this research tests whether mid-level supervisors can empower firefighters by increasing their ability to improvise during complex emergency response operations, and whether this enhances department adaptive performance. Moderated mediation is also performed to assess whether senior leaders must also be effective, empowering leaders in order to achieve heightened levels of empowerment and subsequent adaptive performance, as many senior leaders in the fire service are criticized for being overly bureaucratic, risk averse, and resistant to change.FindingsThe findings support compensatory effects and show how immediate supervisors are key to overcoming senior leader deficiencies and producing adaptive performance during conditions of high uncertainty and complexity.Originality/valueThe lack of response organizations’ success during complex incidents is often attributed to senior leaders who are risk averse, overly bureaucratic, and resistant to change (Wankhade and Patnaik, 2020). This study is the first to show how empowering leadership can help overcome these constraints to enhance adaptive performance under complex conditions in the fire service.

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“…However, the adaptation literature has conceptualized adaptation performance either as a process or as an outcome. For example, Rousseau and Aubé (2019) see adaptation performance as a process and define it as “the extent to which team members are able to modify their ways of doing things when new or altered demands occur in their work situations” (p. 1). On the other hand, Christian et al (2017) see it as an outcome and define it as “task-related outcomes following changes” (p. 63).…”

Section: Team-improvised Adaptation Performance and Team-improvised A...mentioning

confidence: 99%

Getting the Knack for Team-Improvised Adaptation: The Role of Reflexivity and Team Mental Model Similarity

Abrantes

Passos

Cunha

et al. 2021

The Journal of Applied Behavioral Science

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Organizational teams operate in increasingly volatile environments in which the speed and degree of change accelerates, demanding rapid adaptation processes namely of the improvisational type. It is therefore essential to understand how to prepare teams to operate in such contexts. This work investigates the effects of team mental model similarity, in-action reflexivity, and transitional reflexivity on team-improvised adaptation performance and on team-improvised adaptation learning. Two experiments were conducted with a total of 121 teams. We manipulated the independent variables and used an overtime design to measure team-improvised adaptation learning. Our findings suggest that teams operating in unpredictable environments that require rapid adaptation should be able to reflect collectively, both while acting and between tasks. These teams should also develop a common understanding of the main elements of the context and the task, so that they are effective in the face of unpredictability and rapid change.

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Disentangling the relationship between empowering leader behaviors and adaptive performance in work teams

Cited by 15 publications

References 88 publications

A Model of Leadership Transitions in Teams

A Model of Leadership Transitions in Teams

The effects of empowerment at multiple leadership levels in the fire service: a moderated mediation model

Getting the Knack for Team-Improvised Adaptation: The Role of Reflexivity and Team Mental Model Similarity

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