Evidence for a Needs-Based Model of Organizational-Meeting Leadership

Malouff, John M.; Calic, Alexsandra; McGrory, Catherine M.; Murrell, Rebecca L.; Schutte, Nicola S.

doi:10.1007/s12144-012-9129-2

Cited by 28 publications

(37 citation statements)

References 28 publications

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“…This idea aligns with practitioner recommendations that leaders should learn to love rather than hate their meetings (e.g., Lencioni, 2010). Meetings are places where leaders can encourage empowerment, share knowledge, develop ideas, and accomplish organizational goals with their team (e.g., Allen & Rogelberg, 2013;Malouff, Calic, McGrory, Murrell, & Schutte, 2012). Our process-analytical findings provide very specific behavioral recommendations for achieving these aims.…”

Section: Managerial Implicationssupporting

confidence: 69%

How transformational leadership works during team interactions: A behavioral process analysis

Lehmann‐Willenbrock¹,

Meinecke

Rowold

et al. 2015

The Leadership Quarterly

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Transformational leadership is generally considered helpful for team functioning. However, the social dynamics underlying the benefits of transformational leadership remain elusive to date. To understand how and why transformational leadership can foster team functioning, this study focuses on leader-follower communication dynamics during team interactions. From the perspective of leadership as social problem solving, we argue that transformational leadership is linked to functional team problem-solving processes because transformational leaders use solution-focused communication (mediator model). In a sample of 30 videotaped problemsolving team meetings from two organizations, we coded transformational leadership style and the verbal behavioral interactions of leaders and team members over the course of their entire meetings (30,128 behavioral units in total). Multilevel results showed that transformational leadership was positively linked to functional problem-solving communication by team members. This positive relationship was mediated by leaders' solution-focused communication. Moreover, at the micro-level of conversational dynamics within the meeting process, lag sequential analysis revealed that leaders' ideas and solutions triggered subsequent solution statements by team members and inhibited counterproductive communication by team members, such as running off topic, criticizing, or complaining. We discuss theoretical and methodological implications for conceptualizing dynamic leader-follower processes as well as managerial implications for leading effective meetings in organizations.

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Section: Managerial Implicationssupporting

confidence: 69%

How transformational leadership works during team interactions: A behavioral process analysis

Lehmann‐Willenbrock¹,

Meinecke

Rowold

et al. 2015

The Leadership Quarterly

View full text Add to dashboard Cite

show abstract

“…Meetings are used to accomplish a wide range of goals such as pooling information, solving current work-related problems, and making decisions (Leach et al, 2009). This abundance of different functions complicates the management of the meeting process and creates a need for special meeting leadership (Malouff et al, 2012). The role of the meeting leader can be assumed by 1) a person external to the organization, 2) a person from within the organization but not from the team itself, or 3) a member of the particular team (Nelson & MacFadzean, 1998).…”

Section: Leadership In Meetingsmentioning

confidence: 99%

“…More recently, studies have focused on technologies that are used as meeting assistants (Rienks, Nijholt, & Barthelmess, 2009;Vivacqua, Marques, Ferreira, & de Souza, 2008). By contrast, the study of meeting leaders' actual behavior in meetings has been neglected with only little empirical data addressing the problem (e.g., Malouff, Calic, McGrory, Murrell, & Schutte, 2012;Remdisch, 1998). Despite recent calls for more research based on behavioral data (Baumeister, Vohs, & Funder, 2007;Bonito & Sanders, 2011), the question still remains as to how exactly meeting leaders behave in team meetings.…”

Section: Introductionmentioning

confidence: 99%

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The Ties of Meeting Leaders: A Social Network Analysis

Sauer¹,

Kauffeld²

2015

PSYCH

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This study extends meeting research by applying social network analysis to meeting leaders' behavior in actual, videotaped meetings (N = 46) and examining the position of meeting leaders in the meeting network. Analyses reveal that meeting leaders are key players in meetings taking on the roles of central actor, broker, and elicitor. The role of central actor is linked to the number of planned actions during the meeting whereas the role of elicitor is associated with participants' satisfaction with the meeting leader and team productivity after the meeting. Our study highlights the different roles meeting leaders need to juggle to run meetings effectively.

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“…According to Carlozzi (1999), one-half of that time is ineffective. A significant amount of time is dedicated to organizational meetings, and while some meetings are productive, others are seen as "time wasters" (Sisco, 1993;Mankins & Garton, 2017) and damage morale (Malouff, Calic, McGrory, Murrell, & Schutte, 2012). Communication and decision-making are two functions for organizational meetings that lead to the feelings of productivity and improved job satisfaction.…”

mentioning

confidence: 99%

Egos at the Table, a Study of Meeting Behaviors

Oroszi¹

2020

PSYCH

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When organization members gather in groups of two or more to communicate, problem-solve, or make decisions, it is done so to improve information flow and disseminate information. Organizational meetings are often seen by employees as an unnecessary evil, a waste of time that distracts them from achieving the goals (Robinson, 2019). This appears to be a contradiction. To determine the cause of ineffective meetings the author performed a deep dive into the current literature. Meeting attendees often impede effective meetings with verbal and nonverbal behaviors. Rogelberg, Allen, Shanock, Scott, & Shuffler (2010) asserted that non-effective meetings are inefficient, diminish morale and job satisfaction. Hartnett (2011) demonstrated that the facilitator has the duty to accomplish the objectives of the meeting, ensure that the purpose is clear, maintain order and establish an open process of communication. However, these authors found that group or committee members' goals may be inconsistent with the facilitator's agenda. Often in meetings there is an unspoken power struggle. Documented issues that impair or interfere with the process or outcome of effective meetings include group members wanting a voice, having their accomplishments heard, or ideas shared. An additional challenge outlined in the literature that contributes to meeting ineffectiveness is a feeling of powerlessness. Some have suggested (Atkins, 2002) that although full of poignant ideas, meeting participants who feel powerless, may not have the capacity to express thoughts or concerns. The following paper will identify how meeting attendees affect the meeting, including the verbal and nonverbal cues that interfere with effective meeting outcomes and provide alternative management strategies to facilitate effective meetings.

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Evidence for a Needs-Based Model of Organizational-Meeting Leadership

Cited by 28 publications

References 28 publications

How transformational leadership works during team interactions: A behavioral process analysis

How transformational leadership works during team interactions: A behavioral process analysis

The Ties of Meeting Leaders: A Social Network Analysis

Egos at the Table, a Study of Meeting Behaviors

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