Leadership and Communication as Antecedents of Shared Mental Models Emergence

Abstract

The effect of leadership on shared mental‐model emergence was investigated in the current study. In an experimental setting, 44 2‐, 3‐, and 4‐person teams (N = 129) working on a complex building‐block task were assigned to one of three leadership manipulations (inspirational motivation, intellectual stimulation, control). Team sessions were video recorded, and intra‐group communication patterns were coded. We found that leadership style influenced intra‐group communication patterns. Furthermore, leadership styles were related to shared mental‐model emergence through the mediating effect of intra‐group communication patterns. Specifically, task‐related communication mediated the relationship between both inspirational motivation and intellectual stimulation and taskwork models, while team‐related communication mediated the relationship between intellectual stimulation and both teamwork and taskwork mental models. These findings are particularly important for practice, as leadership behaviors were found to encourage teams to reach consensus on team and task functioning more quickly through improved communication and information exchange.

Enhancing shared mental models: A systematic review and meta-analysis of randomized controlled trials.

“…SMM are an essential component of effective teamwork (Boies & Fiset, 2018; DeChurch & Mesmer-Magnus, 2010a; Mohammed et al, 2010). Narrative reviews (e.g., Mohammed et al, 2010) and meta-analytical evidence (e.g., DeChurch & Mesmer-Magnus, 2010a; Mesmer-Magnus et al, 2017; Niler et al, 2021; Turner et al, 2014) support the benefits of SMM as a key determinant of team processes (e.g., goal setting), emergent states (e.g., collective efficacy), and outcomes (e.g., performance).…”

“…Several decades of research supports the scientific and organizational relevance of SMM for effective teamwork (Boies & Fiset, 2018; Cannon-Bowers & Salas, 2001; DeChurch & Mesmer-Magnus, 2010a; Mesmer-Magnus et al, 2017; Mohammed et al, 2010; Turner et al, 2014). Yet absent from the scientific literature is an integrative understanding of the ways by which SMM have been and can be enhanced.…”

“…Research Screener initially prioritizes abstracts, using deep learning and natural language processing methods, based upon a selection of seed articles which are representative of eligible articles. We used four seed articles for the purposes of this review (Boies & Fiset, 2018; Gurtner et al, 2007; Marks et al, 2002; Toader et al, 2019). We selected these seed articles as they approximated the breadth of research in the area and a broad temporal span of research we were interested in examining in this meta-analysis.…”

Examining the Effect of Principals' Inclusive Leadership Practices on Organizational Hypocrisy through the Mediating Role of Trust in Principal

“…In other words, when teachers trust that principals have sufficient talent, helpfulness, and honesty, which are the determinants of inclusive leadership, their perception of the inconsistency between what the school administration says and does decreases. Studies have shown that trust in principal has a mediating role in the effect of principal leadership styles on teachers' positive attitudes (e.g., Bektaş et al, 2020;Bellibaş & Gümüş, 2021;Boies & Fiset, 2018;Hallinger et al, 2017;Karacabey et al al., 2022;Kılınç et al, 2022;Ma & Marion, 2019). Related research findings support the relationship between trust in principal and inclusive leadership behaviors.…”

Functional and Visionary Leadership in Self-Managing Virtual Teams

“…First, research has emphasized the importance of intragroup communication for maintenance of shared mental models (e.g., He, Butler, & King, 2007; Kennedy & McComb, 2010). Boies and Fiset (2018) found that through intellectual stimulation and inspirational motivation, leaders were successful in building shared mental models through the mediating effect of task- and team-related communication. In support, in our review of virtual teams, we noted the recurrent finding of a relation between the amount of communications and perceptions of leadership (Piccoli et al, 2004; Tyran et al, 2003; Yoo & Alavi, 2004).…”