It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams

Gerpott, Fabiola H.; Lehmann‐Willenbrock, Nale; Voelpel, Sven C.; Vugt, Mark van

doi:10.5465/amj.2017.0149

Cited by 97 publications

(108 citation statements)

References 98 publications

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“…They then enter the symbiosis stage in their career development and begin to seek opportunities to advance their team's performance. Newly hired executives ensure that the work progresses as planned through monitoring the team to solve problems and to clarify task-related knowledge [46]. There are two key tasks that were recognized for newly hired executives to establish a high-performance team in this career-development phase: enhancing team cohesion and improving team efficacy.…”

Section: Symbiosis Stagementioning

confidence: 99%

Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

Chen

et al. 2020

Sustainability

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While prior literature indicated the positive outcomes of successful executive successions for both individuals and organizations, we still know little about the influencing factors and mechanisms of successful executive successions from the individual perspectives of newly hired executives. As prior research of executive succession suggested to consider the contextual change on the entire duration of executive employment, we adopted a qualitative research design to explore important experiences in the process of career development after an executive, who was newly hired from outside the company, joined a new organization with a dynamic perspective. Our goal was to help newly hired executives realize their career development process with key tasks and core competencies in distinct stages, in order to achieve sustainable career development in a new enterprise. There are also implications for enhancing process-oriented career development research and advancing career-development managerial practices.

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Section: Symbiosis Stagementioning

confidence: 99%

Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

Chen

et al. 2020

Sustainability

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“…After she finished her explanation, another group member praised her for her performance. Praising other group members is an important type of relations-oriented leadership behavior (Gerpott, Lehmann-Willenbrock, Voelpel, & van Vugt, 2019;Yukl, Gordon, & Taber, 2002) that might be related to agreeableness. Thus, since we limited our measures of leadership emergence to the facet of task-oriented behaviors, we were unable to identify variables that serve as predictors of relations-oriented leadership behavior.…”

Section: Interpreting the Null Resultsmentioning

confidence: 99%

Predicting Leadership Initiative and its Success: A New Perspective on Leadership Emergence

Mojzisch¹,

Prüfer²,

Schulz‐Hardt³

2019

Preprint

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Research on leadership emergence seeks to identify the mechanisms and variables that determine who will become leader in a group. In this paper, we aim to provide a new perspective on leadership emergence by disentangling two leadership components: (a) leadership initiative and (b) its success in attracting followers. Furthermore, in contrast to previous research on leadership emergence that focused almost exclusively on perceived leadership (usually assessed by questionnaires), we employed behavioral measures of both leadership components. In two large-scale lab studies (overall N = 754), we used an extensive set of variables as predictors of both leadership components, including not only a large number of personality traits and general intelligence, but also physical and physiological traits, such as facial attractiveness, height, waist-to-hip ratio, and testosterone. Across both studies, intelligence was the only robust predictor of both leadership components. In addition, leadership initiative was robustly predicted by extraversion and subjective competence, whereas success of leadership initiative was robustly predicted by the accuracy of the proposed answers. Importantly, several variables that were previously found to be related to leadership emergence, such as dominance, self-esteem, self-monitoring, self-efficacy, narcissism, height, and attractiveness, failed to predict any of the two leadership components in our studies.

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“…-Leadership: We used a set of 5 items on a 6-point Likert ranging from 1 ("Completely disagree") to 6 ("Completely agree"), following Gerpott et al's study recommendations [100] based on previous work [101], [102]. For the same reasons as in the W&C questionnaire, we decided to use a round-robin rating.…”

Section: ) Questionnairesmentioning

confidence: 99%

GAME-ON: A Multimodal Dataset for Cohesion and Group Analysis

et al. 2020

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This paper presents GAME-ON (Group Analysis of Multimodal Expression of cohesiON), a multimodal dataset specifically designed for studying group cohesion and for explicitly controlling its variation over time. Cohesion is here addressed according to the Severt's theoretical multidimensional integrative framework. More specifically, GAME-ON focuses on the social and task dimensions of the instrumental function of cohesion. The dataset consists of over 11 hours of synchronized multimodal recordings (audio, video, and motion capture data) of 17 small groups (3 persons) playing a social game, i.e., an escape game. The game consists of several tasks designed to manipulate the variation of cohesion over time. GAME-ON includes annotations consisting of self-assessment of cohesion and other constructs such as emotions, leadership, and warmth and competence. A first statistical analysis of these annotations shows that we successfully manipulated all the relative variations of cohesion (between tasks) over time. This holds for all tasks except for one where we observed a significant variation of cohesion in the opposite direction than expected. The dataset will be publicly available for research purposes. The motivation of our work is to provide the scientific community with an asset for studying cohesion and other group phenomena.

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It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams

Cited by 97 publications

References 98 publications

Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

Predicting Leadership Initiative and its Success: A New Perspective on Leadership Emergence

GAME-ON: A Multimodal Dataset for Cohesion and Group Analysis

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