Mind the gap: The role of leadership in multiteam system collective cognition

Murase, Toshio; Carter, Dorothy R.; DeChurch, Leslie A.; Marks, Michelle A.

doi:10.1016/j.leaqua.2014.06.003

Cited by 66 publications

(55 citation statements)

References 57 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

Section: Introductionmentioning

confidence: 99%

“…Research on (inter) group collaboration has identified various means that help prevent and attenuate such interteam tensions, such as interteam coordination (Hoegl, Weinkauf, & Gemuenden, 2004;Marks et al, 2005), interface project management (Hoegl & Weinkauf, 2005), and (intergroup) leadership (DeChurch & Marks, 2006;Hogg, van Knippenberg, & Rast, 2012;Murase, Carter, DeChurch, & Marks, 2014). Hogg et al (2012), for example, suggested that intergroup leadership helps reduce intergroup biases to the extent that leaders recognize and reaffirm groups' distinct and valued identities.…”

mentioning

confidence: 99%

See 1 more Smart Citation

Effects of dual identification and interteam conflict on multiteam system performance

Cuijpers

Uitdewilligen

Guenter

2015

J Occupat & Organ Psyc

View full text Add to dashboard Cite

In this study, we investigate how multiteam system (MTS) and component team identification influence interteam conflict and MTS performance. On the basis of resource allocation theory and social identity theory, we build a model to examine dual identification and its effects in MTSs. We use a real‐time computer simulation to test our hypotheses and measure our focal constructs in three consecutive performance episodes. Using random coefficient modelling, we find that MTS identification is associated positively with MTS performance, and interteam task and relationship conflict mediate this relationship. Team identification influenced interteam conflict at the start of the study, but this influence decreased over time. Although the effect of MTS identification appears to be more prominent than the effect of team identification, our results point at the importance of investigating the identification with the MTS relative to that of the team. We discuss implications for MTS theory and practice. Practitioner points Although organizations increasingly rely on multiteam systems to accomplish work, the drivers of multiteam system performance remain understudied. This study establishes multiteam system identification as the principal determinant of interteam conflict and multiteam system performance. For multiteam system members, it is critical to engage in practices that make them quickly identify with the multiteam system.

show abstract

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

Effects of dual identification and interteam conflict on multiteam system performance

Cuijpers

Uitdewilligen

Guenter

2015

J Occupat & Organ Psyc

View full text Add to dashboard Cite

show abstract

“…It would be fruitful for such research to rely on quasi‐experimental designs, in order to continue investigating causality. Additionally, examinations of these relationships could be expanded to explore effects of leadership on the mental‐model emergence across multiple workgroups (Murase, Carter, DeChurch, & Marks, ).…”

Section: Discussionmentioning

confidence: 99%

Leadership and Communication as Antecedents of Shared Mental Models Emergence

Boies¹,

Fiset²

2018

Perf Improvement Qrtly

View full text Add to dashboard Cite

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.

show abstract

“…This has been observed in the Leadership/ Management field, where the top-down approach is decreasing (Kezar, A., 2012)) and giving more space to the new collaborative view, suited for the fastpaced and complex environment that exist today. This model is an applicative approach of multi team system (MTS) where it has been observed that effective collaboration is not something granted (Murase, T., 2014). It is necessary for the inner circles to pave the gaps and to offer the guidance inside the teams.…”

Section: Model Of Collaborationmentioning

confidence: 99%