Effective Leader Behaviors in Regularly Held Staff Meetings

Hoogeboom, Marcella; Wilderom, Celeste P.M.

doi:10.1017/cbo9781107589735.017

Cited by 16 publications

(23 citation statements)

References 79 publications

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“…These normal, day-to-day, even 'mundane' behaviors take on special significance because they are enacted by the leader (Alvesson & Sveningsson, 2003). Certainly, future (lean) research will benefit from further explication of similar concrete, observable micro behaviors (Davis & Luthans, 1980;Hoogeboom & Wilderom, 2015;Yukl, 2012;Yukl et al, 2002).…”

Section: Discussion and Propositionsmentioning

confidence: 99%

“…Beyond these positive behavioral domains, even effective managers occasionally demonstrate so-called counterproductive behaviors (Aasland, Skogstad, Notelaers, Nielsen, & Einarsen, 2010;Conger, 1990;Hoogeboom & Wilderom, 2015;Liu, Liao, & Loi, 2012;Yammarino, 2013). Examples are: making negative comments about a subordinate (or their ideas) in front of their colleagues, or defending their own position by blaming others (Liu et al, 2012).…”

Section: Values Sourcesmentioning

confidence: 99%

“…Effective managers typically adopt a complex behavioral repertoire (Denison, Hooijberg, & Quinn, 1995), which can be understood more precisely through fine-grained, video-based field-observations, as in study 2 here (e.g., Bardi & Schwartz, 2003;Hoogeboom & Wilderom, 2015;Schmenner, Van Wassenhove, Ketokivi, Heyl, & Lusch, 2009;Szabo et al, 2001;Vie, 2010;Yukl, 2012): in addition to the usual (self-rating) surveys (Davis & Luthans, 1979, 1980Fleenor et al, 2010). However, analyzing one meeting per manager is insufficient when interested in uncovering their more complete customary behavioral patterns, including those of their followers.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

See 2 more Smart Citations

Values and behaviors of effective lean managers: Mixed-methods exploratory research

Dun

Hicks

Wilderom

2017

European Management Journal

105

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Section: Discussion and Propositionsmentioning

confidence: 99%

Section: Values Sourcesmentioning

confidence: 99%

Section: Limitations and Future Researchmentioning

confidence: 99%

See 1 more Smart Citation

Values and behaviors of effective lean managers: Mixed-methods exploratory research

Dun

Hicks

Wilderom

2017

European Management Journal

105

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“…There are several ways to quantify verbal team interactions. Some researchers focus on the content of the interaction, for example, by using observation schema that identify what team members say, such as the number of agreements, suggestions, or opinions in team conversations (e.g., Atwal & Caldwell, 2005;Hoogeboom & Wilderom, 2015). Others focus on the structure of the conversation, such as which team member is speaking, the number of interruptions or the degree of turn-taking, regardless of the content (Kim, McFee, Olguin Olguin, Waber, & Pentland, 2012;Koudenburg, Postmes, & Gordijn, 2017;Pugliese, Nicholson, & Bezemer, 2015).…”

Section: Team Interactionmentioning

confidence: 99%

Using sensor technology to capture the structure and content of team interactions in medical emergency teams during stressful moments

Endedijk

Hoogeboom

Groenier

et al. 2018

FLR

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In healthcare, action teams are carrying out complex medical procedures in intense and unpredictable situations to save lives. Previous research has shown that efficient communication, high-quality coordination, and coping with stress are particularly essential for high performance. However, precisely and objectively capturing these team interactions during stressful moments remains a challenge. In this study, we used a multimodal design to capture the structure and content of team interactions of medical teams at moments of high arousal during a simulated crisis situation. Sociometric badges were used to measure the structure of team interactions, including speaking time, overlapping speech and conversational imbalance. Video coding was used to reveal the content of the team interactions. Furthermore, the Empatica E4 was used to unobtrusively measure the team leader's skin conductance to identify moments of high arousal. In total, 21 four-person teams of technical medicine students in the Netherlands were monitored in a simulation environment while they diagnosed and managed a patient with cardiac arrest. Outcomes of this exploratory study revealed that more effective teams showed greater conversational imbalance than less effective teams, but during moments of high arousal the opposite was found. Also, a number of differences were found for the content of team interaction. Combining sensor technology with traditional measures can enhance our understanding of the complex interaction processes underlying effective team performance, but technological advances together with more knowledge about the simultaneous application of these methods are needed to tap into the full potential of wearable sensor technology in team research.

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“…The second was to examine more specifically the initiating‐structuring behavior of effective leadership as a differentiator between effective and less effective leadership (Meuser et al, ). The third was to offer more precise and objective insights into the microbehavioral repertoire of effective leaders, as called for by Blickle et al () and Hoogeboom and Wilderom (). Such an examination was done by systematically coding leader behaviors in addition to using survey data.…”

Section: Introductionmentioning

confidence: 99%

Advancing the Transformational–Transactional Model of Effective Leadership: Integrating two Classic Leadership Models with a Video‐Based Method

Hoogeboom

Wilderom

2019

J of Leadership Studies

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The presented empirical study demonstrates that the predictive validity of Bass' “transformational‐transactional” model of leadership can be enhanced by incorporating certain aspects of the older Ohio State “initiating structure‐consideration” model of leadership. A precise, fine‐grained video‐based method shows that “initiating structure” behaviors (e.g., directing, informing, structuring) explained the variance in leader and team effectiveness better than “transactional behavior.” Thus, a refined version of Bass' augmentation thesis is supported: initiating structure behaviors (and not transactional behaviors, as originally posed) plus transformational leader behaviors are associated with high leader effectiveness. Another moderation effect of transformational leadership is established: between management‐by‐exception active and team effectiveness. The resulting expanded version of the transformational–transactional model calls for further video‐based research of effective (team) leadership behaviors.

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Effective Leader Behaviors in Regularly Held Staff Meetings

Cited by 16 publications

References 79 publications

Values and behaviors of effective lean managers: Mixed-methods exploratory research

Values and behaviors of effective lean managers: Mixed-methods exploratory research

Using sensor technology to capture the structure and content of team interactions in medical emergency teams during stressful moments

Advancing the Transformational–Transactional Model of Effective Leadership: Integrating two Classic Leadership Models with a Video‐Based Method

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