Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams

Abstract

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Disaster management within the framework of a changing disaster landscape

“…A poor team leader thus can neutralize the effects of a good staff and vice versa, a reason why in the literature, weak leader behaviors are often cited as the main cause of poor team performance (Bergman et al, 2012;LePine et al, 1997). As a consequence, extensive research has emphasized the importance of leader behaviors for team performance (Burke et al, 2006;Judge, Piccolo, & Ilies, 2004;Lorinkova et al, 2013;Srivastava et al, 2006).…”

“…The most common perspectives are coaching related activities (Hackman & Wageman, 2005), shared or co-leadership (Bergman et al, 2012;Carson, Tesluk, & Marrone, 2007), promoting team learning (Day & Gronn, 2004), boundary spanning (Druskat & Wheeler, 2003), leader behavior studies (Burke et al, 2006) and contingency leadership theory (House, 1996;Lorinkova et al, 2013;Yun et al, 2005). The last approach is of particular interest for the current research.…”

“…In my study, I focused on two distinct leadership styles which have assumed special attention in leadership research, directive and empowering leadership (Lorinkova, Pearsall, & Sims Jr., 2013;Sims Jr., Faraj, & Yun, 2009;Srivastava, Bartol, & Locke, 2006;Yun, Faraj, & Sims Jr., 2005). With respect to environmental situations I considered routine and non-routine decision-making problems.…”

“…Interviewees agree that the DMO-authority should trust his advisors (listen to them), but that he has full responsibility for making the final decisions about what has to be done. A good DMO-authority therefore must be a strong leader; directive if possible, empowering when needed (Arnold et al, 2000;Lorinkova et al, 2013).…”

“…It has long been found that leaders play a key role in facilitating the team decisionmaking process (Durham, Knight, & Locke, 1997;Vroom, 2003;Zaccaro, Rittman, & Marks, 2001). Yet it is not clear which leadership behaviors yield the best team decision quality (Ensley, Hmieleski, & Pearce, 2006;Lorinkova et al, 2013;Yun et al, 2005). Several team scholars found that empowering leadership −where leaders encourage team members to actively participate in decision-making− is best suited for multidisciplinary team decision-making (Chen et al, 2007;Kirkman & Rosen, 1999).…”