Observing leadership as behavior in teams and herds – An ethological approach to shared leadership research

Cook, Alexandra; Zill, Alexander; Meyer, Bertolt

doi:10.1016/j.leaqua.2019.05.003

Cited by 19 publications

(21 citation statements)

References 137 publications

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“…For example, the additional use of a behavioral observation design may offer the opportunity to assess discrete behaviors, dynamic interaction patterns, and team processes in a high temporal resolution (e.g., Waller & Kaplan, 2018). Furthermore, as behavioral observation studies focus on actual behaviors and not on subjective perceptions of behavior (see Cook, Zill, & Meyer, 2019), they can provide additional insights to shared leadership literature. Another methodological concern refers to the relatively small ICC1 und ICC2 values.…”

Section: Discussionmentioning

confidence: 99%

A multilevel investigation of predictors and outcomes of shared leadership

Klasmeier

Rowold

2020

J Organ Behavior

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Summary For modern organizations, shared leadership becomes increasingly important. Knowledge on shared leadership may be limited, as past research often relies on cross‐sectional data or student samples, and most studies neglect the multilevel nature of shared leadership. Our research model includes transformational leadership, trust, and organizational support as predictors of shared leadership. Furthermore, we analyze the influence of shared leadership on team performance and team creativity. In total, 160 teams with 697 employees participated in our field study. Data collection took place at three time points. To test our hypotheses, we used multilevel modeling with a Bayesian estimator. We found relationships of transformational leadership and trust with shared leadership at the team level and of transformational leadership, trust, and organizational support with shared leadership at the individual level. Furthermore, shared leadership fully mediated the effect of the three input factors on team performance and team creativity. This study contributes to the understanding of the antecedents and outcomes of shared leadership. Furthermore, the dynamic development of team processes based on an input–mediator–output model is explored. On the basis of the results, organizations can increase shared leadership behavior by focusing on transformational leadership and trust building.

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Section: Discussionmentioning

confidence: 99%

A multilevel investigation of predictors and outcomes of shared leadership

Klasmeier

Rowold

2020

J Organ Behavior

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“…Although ALT specifies the mutual recognition of leadership roles over the course of time (e.g., team member A sees him or herself as following team member B, and team member B sees him or herself as leading team member A), it also accounts for individual differences that can lead to different interpretations of interactions in terms of leadership. This is especially relevant as the majority of studies on shared leadership base their assessment on team-level aggregations of individual perceptions of informal leadership (Cook et al, 2020).…”

Section: Individual Differences and Leadership Perceptionsmentioning

confidence: 99%

“…Up to this point, research on individual differences and shared leadership has put a strong focus on personality traits, such as extraversion and integrity, as predictors of shared leadership emergence (Hoch, 2013; Hoch & Dulebohn, 2017) and individual-level behavior as predictor of individual leadership emergence (Gerpott et al, 2019; Palich & Hom, 1992; Sanchez-Cortes et al, 2013) and team performance (Burtscher et al, 2010; Kauffeld & Lehmann-Willenbrock, 2012; Meyer et al, 2016). Although behavior is undoubtedly crucial for the development of leadership in teams (Cook et al, 2020), it is important to keep in mind that behavioral information is extensively and individually processed before resulting in individual perceptions of behavior and, finally, evaluations of leadership (Keller Hansbrough et al, 2015). Looking at the raters of an individual’s leadership behavior, namely the other team members, as “co-producers of leadership” (Keller Hansbrough et al, 2015, p. 222) provides another avenue of how individual differences are related to shared leadership.…”

Section: Individual Differences and Leadership Perceptionsmentioning

confidence: 99%

Perceiving Leadership Structures in Teams: Effects of Cognitive Schemas and Perceived Communication

Cook

Zill

Meyer

2020

Small Group Research

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We investigate whether individual differences predict perceptions of leadership patterns during teamwork. Building on information processing theories, we show that team members’ individual cognitive schemas regarding the distribution of leadership in teams, leadership structure schemas, predict the centralization of individual perceptions of team leadership. Team members’ individual perceptions of communication network centralization partially mediates, and team member’s affective motivation to lead moderates this relationship. Our results indicate that leadership structure schemas, as well as motivation to lead, affect perceived patterns of interpersonal communication as well as the centralization of the individually perceived team leadership structure.

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“…In comparison, Ibrahim & Heng (2015) individual performance results from work that a person or group of people can achieve in an organization, following their respective authorities and responsibilities to achieve organizational goals legally, not violating the law following morals and ethics. Cook et al (2020) proposed six primary criteria that can be used to measure performance: quality, quantity, timeliness, cost-effectiveness, need for supervision, and interpersonal relationships. 2020) is how a leader carries out his leadership function and how he is seen by those he is trying to lead or those who may be observing from the outside.…”

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confidence: 99%

Examining Linkage Leadership Style, Employee Commitment, Work Motivation, Work Climate on Satisfaction and Performance

Megawati

Hamdat

Aida

2022

GRHRM

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This study aims: to test and analyze the influence of leadership style, employee commitment, work motivation, and work climate on employee job satisfaction with direct and indirect effects. This study uses primary data from a survey of 221 employees as sample. Data were analyzed using Structural Equation Modeling (SEM) with AMOS. The results showed that: (1) empirically, the leadership style, employees commitment, work motivation, and work climate had a positive and significant effect on job satisfaction; (2) employees commitment, work motivation, and work climate have a positive and significant effect on employees performance through job satisfaction as an intervening variable, while leadership style has no significant effect; (3) employee commitment, work motivation, and work climate indirectly have a positive and significant effect on employees performance through job satisfaction as an intervening variable, while the leadership style has no significant effect; and (4) job satisfaction has a positive and significant direct influence on employees performance. This study suggested that work motivation, employee commitment, and work climate that provide significant influence need to be maintained, while leadership styles that have insignificant influence on employee performance need to be improved and prioritized as the company's efforts to improve job satisfaction and employee performance.

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Observing leadership as behavior in teams and herds – An ethological approach to shared leadership research

Cited by 19 publications

References 137 publications

A multilevel investigation of predictors and outcomes of shared leadership

A multilevel investigation of predictors and outcomes of shared leadership

Perceiving Leadership Structures in Teams: Effects of Cognitive Schemas and Perceived Communication

Examining Linkage Leadership Style, Employee Commitment, Work Motivation, Work Climate on Satisfaction and Performance

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