Interactions Among Same-Status Peers

Spataro, Sandra E.; Pettit, Nathan C.; Sauer, Stephen J.; Lount, Robert B.

doi:10.1177/1046496414532532

Cited by 12 publications

(1 citation statement)

References 75 publications

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“…Accordingly, it is conceivable that a lack of friendship relationship may color the meaning of the leadership tie by cultivating uncertainty or even doubt regarding the good intention of the leadership influence (Casciaro & Lobo, 2008), which can foster frictions. Such a lack of positive interpretation of dyadic leadership influence may be even more salient in management teams due to the high competition sensitivity among high‐power peers (Galinsky, Magee, Inesi, & Gruenfeld, 2006; Keltner, Van Kleef, Chen, & Kraus, 2008; Spataro, Pettit, Sauer, & Lount, 2014). As a result, when there are many singular leadership ties within a management team, members are less likely to develop a cohesive climate.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

A multiplex view of leadership structure in management teams

Song

Fang

Wang

et al. 2020

Personnel Psychology

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In the hope of complementing the structural perspective in upper echelon research and advancing a fine-grained understanding of dyadic leadership influence in management teams, the current study combines two types of intrateam structures-leadership network and friendship network-to create a multidimensional conceptualization of leadership structure in management teams. Specifically, we propose that management teams with a denser singular leadership network (i.e., a network consisting of many leadership ties that are not coupled with friendship ties) should have lower management team cohesion, which subsequently renders worse business unit performance. To contrast, management teams with a denser multiplex network (i.e., a network consisting of many leadership ties that are coupled with friendship ties) should have higher management team cohesion, which subsequently renders better business unit performance. Guided by structural contingency perspective, we further propose that management team task interdependence will strengthen team cohesion's positive impact on business unit performance. To test the hypothesized model, we collected team-level social network data and multiple-wave survey data from 697 managers nested in 148 hotels (i.e., 148 management teams) owned by a large hospitality company. We also obtained objective performance data for each hotel (i.e., occupancy percentage rate and revenue per available room per day) as the criterion measure. The data supported our hypotheses. The theoretical and practical implications of our findings are discussed.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

A multiplex view of leadership structure in management teams

Song

Fang

Wang

et al. 2020

Personnel Psychology

View full text Add to dashboard Cite

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Status Effects on Teams

Luan¹,

Hu²,

Xie³

2017

The Wiley Blackwell Handbook of the Psychology of Team Working and Collaborative Processes

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Identity negotiation within peer groups during an informal engineering education program: The central role of leadership‐oriented youth

Pattison¹,

Gontan

Ramos‐Montañez

et al. 2018

Science Education

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As part of ongoing efforts to support a diverse and robust engineering workforce and ensure that children and adults from all communities have the engineering and design thinking skills to succeed in a science, technology, engineering, and mathematics (STEM)‐rich world, identity has become a growing focus of research and education efforts. To advance our understanding of engineering‐related identity negotiation within informal STEM education contexts, we conducted an in‐depth, qualitative investigation of six adolescent girls participating in an afterschool engineering education program jointly run by two community‐based organizations and a science center. Building on the Identity‐Frame Model developed through our prior work, analysis of videotaped program sessions and secondary data from participants, program facilitators, and parents highlighted the important role that leadership‐oriented youth played in shaping the identity negotiation of participants during the programs, both in the ways they recognized and positioned the situated identities of other youth and through their influence on the activity frames that defined the nature of the engineering activities. These findings extend prior classroom studies and suggest a new lens to help teachers and program facilitators support identity negotiation for youth in STEM education programs.

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Interactions Among Same-Status Peers

Cited by 12 publications

References 75 publications

A multiplex view of leadership structure in management teams

A multiplex view of leadership structure in management teams

Status Effects on Teams

Identity negotiation within peer groups during an informal engineering education program: The central role of leadership‐oriented youth

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