Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation

Fleishman, Edwin A.; Mumford, Michael D.; Zaccaro, Stephen J.; Levin, Kerry; Korotkin, Arthur L.; Hein, Michael

doi:10.1016/1048-9843(91)90016-u

Cited by 422 publications

(368 citation statements)

References 53 publications

Supporting

Mentioning

344

Contrasting

Unclassified

Order By: Relevance

“…Although there have been only a few efforts to specify the functional role of team leaders, there is reasonable consistency in the important leadership functions that need to be accomplished. Different labels have been used to describe these functions, but they can be grouped into two basic categories: (1) the development and shaping of team processes, and (2) the monitoring and management of ongoing team performance (Fleishman et al, 1991;Hackman & Walton, 1986;Komaki, Desselles, & Bowman, 1989;Kozlowski et al, 1996aKozlowski et al, , 1996bMcGrath, 1962).…”

Section: Team Leadershipmentioning

confidence: 99%

Work Groups and Teams in Organizations

Kozlowski

Bell

2012

Handbook of Psychology, Second Edition

537

678

View full text Add to dashboard Cite

Abstract[Excerpt] Our objective in this chapter is to provide an integrative perspective on work groups and teams in organizations, one that addresses primary foci of theory and research, highlights applied implications, and identifies key issues in need of research attention and resolution. Given the volume of existing reviews, our review is not intended to be exhaustive. Rather, it uses representative work to characterize key topics, and focuses on recent work that breaks new ground to help move theory and research forward. Although our approach risks trading breadth for depth, we believe that there is much value in taking a more integrative view of the important areas of team research, identifying key research themes, and linking the themes and disparate topics closer together. To the extent that we identify new and necessary areas of theory development and research, the value of this approach will be evident. We would like to acknowledge several colleagues who provided insightful comments on an initial outline or draft of this chapter. Our thanks to Neil Anderson, Murray Barrick, Jan Cannon-Bowers, Paul Goodman, Stan Gully, Cyn D. Fisher, Richard Hackman, John Hollenbeck, Susan Jackson, Michelle Marks, John Mathieu, Susan Mohamed, Greg Stewart, Anne Tsui, Eduardo Salas, Ruth Wageman, Wang Zhong-Ming, and Michael West. Thanks also to Richard Klimoski for his helpful editorial guidance throughout. We would also like to acknowledge the Air Force Office of Scientific Research for support (F49620-98-1-0363 and F49620-01-1-0283, S.W.J. Kozlowski and R.P. DeShon, Principal Investigators) that in part assisted the composition of this chapter. Although many sources provided inputs to this chapter, the views expressed are those of the authors. Work Groups and Teams RESEARCH ISSUES AND RECOMMENDATIONS Research IssuesContext.Task Interdependence. Levels.Time. Research RecommendationsThe Nature of Teams.Composition.Formation, Socialization, and Development.Team Effectiveness, Processes, and Enhancements.Leadership and Motivation.Continuance and Decline. Conclusion Work Groups and Teams 4The last decade and a half has witnessed a remarkable transformation of organizational structures worldwide. Although there are economic, strategic, and technological imperatives driving this transformation, one of its more compelling aspects has been an ongoing shift from work organized around individual jobs to team-based work structures (Lawler, Mohrman, & Ledford, 1995 This ongoing transformation in the basic organization of work has captured the attention of researchers and is reflected by new theories of team functioning, a rapidly growing number of empirical studies, and numerous literature reviews written on the burgeoning research on teams. It is also reflected in a shift in the locus of team research. For most of its history, small group research has been centered in social psychology (McGrath, 1997). Over the last 15 years, however, group and team research has become increasingly centered in the fields of organizational psycho...

show abstract

Section: Team Leadershipmentioning

confidence: 99%

Work Groups and Teams in Organizations

Kozlowski

Bell

2012

Handbook of Psychology, Second Edition

537

678

View full text Add to dashboard Cite

show abstract

“…This perspective, dominant in traditional leadership literature, fails to consider that leaders enact multiple functions (Fleishman et al, 1991;Gibb, 1954;House & Aditya, 1997;Morgeson, DeRue, & Karam, 2010) that are likely to be distributed among multiple people based on their knowledge and expertise rather than concentrated in a single individual or position (Gronn, 2002). Distributed or shared leadership is evident in leadership partners (e.g.…”

Section: Myths Of Change Leadershipmentioning

confidence: 99%

“…As a result, there is an increasing call for more change leadership (Kotter, 2012) and an increasing absorption of management functions into our understanding of leadership functions (e.g. Fleishman et al, 1991), implying that effective leadership is all that is needed for success.…”

Section: Myth 2: Leadership Is Enoughmentioning

confidence: 99%

Change Leadership: Oxymoron and Myths

Hughes

Ford

2016

Journal of Change Management

View full text Add to dashboard Cite

“…First, we briefly discuss the value of examining team leadership using a functional or behavior-based approach. Second, much has been written about the essential steps or processes involved in developing effective taxonomic systems (e.g., Fleishman et al, 1991). In this section, we review in detail the literature review and behavioral classification processes that were used.…”

Section: Developing a Taxonomy Of Team Leadership Behavior In Self-mamentioning

confidence: 99%

“…First, there has been relatively little research directly examining team leadership and the behaviors that team leaders can engage in to foster team effectiveness -especially in the context of self-managing teams. (Sokal & Sneath, 1963;Fleishman, Mumford, Zaccaro, Levin, Korotkin, & Hein, 1991). Taxonomic efforts serve the sciences by specifying the phenomenon of interest and its key structural components (Fleishman & Quaintance, 1984).…”

Section: Developing a Taxonomy Of Team Leadership Behavior In Self-mamentioning

confidence: 99%