Leaders, Teams, and Their Mental Models

Paoletti, Jensine; Reyes, Denise L.; Salas, Eduardo

doi:10.4324/9781315269573-12

Cited by 4 publications

(3 citation statements)

References 1 publication

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“…I argue that follower perception and interpretation of a leader's actions is a crucial part of this process, and that this perceptual undertaking can be subject to many external cues, including social information. In particular, given the increasing emphasis on teams and teamwork in organizations (e.g., Paoletti et al, 2020;Burke et al, 2017), social identity theory offers a unique perspective from which to examine self-serving leaders.…”

Section: Destructive Leadership and Self-serving Behaviourmentioning

confidence: 99%

“Just Looking Out for Us”: Understanding the Role of Ingroup Prototypes in Follower Support of Self-serving Leadership

2024

Preprint

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<p>Much of the research on negative leader behaviour focuses on the antecedents and consequences of said behaviour; follower reactions to this behaviour are less understood. The present research explores how social categorization motivates followers to support self-serving leaders. Building on social identity theories, I hypothesize that followers perceive self-serving, but prototypical leaders to be more group-serving than non-prototypical self-serving leaders. Additionally, I propose that followers make implicit calculations of how much they expect to benefit (i.e., subjective expected utility) and this, along with the outcome of the leader’s actions (i.e., experienced utility), will also impact follower perceptions of the leader’s effectiveness and their willingness to support that leader. The results of three studies support that leader prototypicality leads to follower assumptions of a leader’s group-serving motivations, which then increases perceptions of leader effectiveness and followers’ support of the leader. This relationship is moderated by subjective expected utility and experienced utility.</p>

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Section: Destructive Leadership and Self-serving Behaviourmentioning

confidence: 99%

“Just Looking Out for Us”: Understanding the Role of Ingroup Prototypes in Follower Support of Self-serving Leadership

2024

Preprint

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“…By visibly following a process, members reinforce the saliency of the steps and the legitimacy of the approach ("we always do it this way"); by taking different actions (e.g., skipping a step because it is seen to be too time-consuming or using a different approach because the accepted approach seems unable to deal with important problems), they undermine its legitimacy, perhaps eventually changing the shared mental models and norms about how to address the task. Paoletti et al (2019) noted the importance of shared experiences as a basis for shared mental models; Fernandez et al (2017) suggest using simulations for the same purpose. We suggest that having the work done by team members made visible via the information system linking them will have the same effect.…”

Section: What Types Of Leadership Operate Within Self-managing Virtuamentioning

confidence: 99%

“…In summary, we propose that leadership, that is, influence that guides team members toward the accomplishment of shared goals, is expressed in self-managing virtual teams in part through creation of shared mental models and of shared norms that guide the actions of team members, enabling them to work together effectively and to overcome challenges created by discontinuities. Shared mental models and norms are especially important in self-managing virtual teams in which members decide for themselves what they will do (and not do) based on discussion with other members and observation of what they are doing (and not doing) (Paoletti, Reyes, & Salas, 2019). In order to be able to contribute effectively, team members must have common ideas about what is important to the team, the kinds of actions that are appropriate or necessary.…”

Section: Model Developmentmentioning

confidence: 99%

Functional and Visionary Leadership in Self-Managing Virtual Teams

Eseryel

Crowston

Heckman

2020

Group & Organization Management

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In this conceptual article, we present a theory of leadership in self-managing virtual teams. We describe leadership in this setting as a process that results in the creation, reinforcement, and evolution of shared mental models and shared norms that influence team member behavior toward the successful accomplishment of shared goals. We distinguish two types of leadership. We identify leadership that works within and reinforces existing models and norms to influence team contributions as “functional” leadership. We identify leadership that results in changes in models and norms as “visionary” leadership. We propose that successful self-managing virtual teams require both types of leadership and that they will exhibit a paradoxical combination of shared, distributed functional leadership complemented by strong, concentrated, and centralized visionary leadership and that visionary leadership is enabled by functional leadership in the form of substantive team member contributions.

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