The Importance of Time in Team Leadership Research

Burke, C. Shawn; Georganta, Eleni; Hernández, Claudia Beatriz Enríquez

doi:10.1108/s1534-085620160000018005

Cited by 10 publications

(10 citation statements)

References 58 publications

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“…The study is further opposed to the positions upheld by Schewarz et al. (2016), Shapiro and Kirkman (2001) and Burke et al. (2017) who found time to be of the essence in leadership research, particularly, in leadership and performance nexus.…”

Section: Concluding Discussionmentioning

confidence: 64%

“…Moreover, Burke et al. (2017) noted that employee “followers” do not just get influenced by the actions of leaders to drive a change process; rather, they may take some time to be able to mimic and integrate the behaviours being exhibited in the workplace by leaders for the benefit of organisation.…”

Section: Introductionmentioning

confidence: 99%

“…Mostafa and Leon-Cazares (2016) asserted that PSM could serve as one significant construct to determine public employees' work behaviours due to its general acceptability as a set of motives that drives individuals to participate in deeds that benefit society. Again, since employees possess the tendency of taking time to learn traits of their superiors and modelling them for their growth and development of the organisation (Bandura, 1977; Burke et al. , 2017), it is likely that the length of time spent with leaders may affect the strength and direction of the servant leadership and OCB nexus.…”

Section: Introductionmentioning

confidence: 99%

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Servant leadership and organisational citizenship behaviour: the role of public service motivation and length of time spent with the leader

Gnankob

Ansong

Issau

2022

IJPSM

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PurposeThe study examined the influence of servant leadership on organisational citizenship behaviour (OCB) of employees in Ghana through the intervening roles of public service motivation (PSM) and the length of time spent with the leader.Design/methodology/approachA structured questionnaire was used to gather data from 328 randomly sampled respondents within the six metropoles in Ghana for data analysis. The partial least squares structural equation modelling (PLS-SEM) was used to address the hypotheses of the study.FindingsThe study found that servant leadership has a significant positive influence on OCB and PSM. The study also found that PSM significantly and positively influences OCB. The study finally established that whiles PSM significantly mediated the relationship between servant leadership and OCB, the length of time spent with leaders did not moderate the servant leadership and OCB nexus.Practical implicationsThe study implies that stakeholders in the local government sector, such as the Local Government Service Board, should emphasise employing or promoting supervisors who are servant leadership-driven to occupy key positions within the local government structure. Efforts could also be made to train the supervisors to acquire servant leadership traits.Originality/valueThe results from the study provide significant insights on how the public sector in Ghana and beyond can identify, develop and maintain servant leaders to promote employees OCB. Also, being a pioneering study in Ghana, the results and recommendations from the study have set the pace for future scholars to discuss issues that engulf the public sector.

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Section: Concluding Discussionmentioning

confidence: 64%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Servant leadership and organisational citizenship behaviour: the role of public service motivation and length of time spent with the leader

Gnankob

Ansong

Issau

2022

IJPSM

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“…Detailed guidance is provided for developing the attitudes, cognitions, and behaviors needed for effective team performance at each stage, describing how team knowledge, skills, abilities and attitudes should change over time, and prescribing how the team leader’s role should adapt to these phases, moving from mentor to instructor, then coach, then to facilitator to enable team growth toward adaptability. The implication for this is a commitment to studying team training interventions over longer periods of time (Burke et al, 2017).…”

Section: Discussionmentioning

confidence: 99%

A Team Training Field Research Study: Extending a Theory of Team Development

et al. 2019

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Recent advances in the science of teams have provided much insight into the important attitudes (e.g., team cohesion and efficacy), cognitions (e.g., shared team cognition), and behaviors (e.g., teamwork communications) of high performing teams and how these competencies emerge as team members interact, and appropriate measurement methods for tracking development. Numerous training interventions have been found to effectively improve these competencies, and more recently have begun addressing the problem of team dynamics. Team science researchers have increasingly called for more field studies to better understand training and team development processes in the wild and to advance the theory of team development. In addition to the difficulty of gaining access to teams that operate in isolated, confined, and extreme environments (ICE), a major practical challenge for trainers of ICE teams whose schedules are already strained is the need to prioritize the most effective strategies to optimize the time available for implementation. To address these challenges, we describe an applied research experiment that developed and evaluated an integrated team training approach to improve Tactical Combat Casualty (TC3) skills in U.S. Army squads. Findings showed that employing effective team training best practices improved learning, team cognition, emergent team processes, and performance. We recommend future research should focus on understanding the types of training strategies needed to enable teams and team leaders to develop from novices to experts. Effectively modifying training to scale it to team expertise requires more research. More laboratory and field research is needed to further develop measures of team knowledge emergence for complex task domains, and include other potential emergent factors such as team leadership and resilience. Practical implications for research include developing automated tools and technologies needed to implement training and collect team data, and employ more sensitive indicators (e.g., behavioral markers) of team attitudes, cognitions and behaviors to model the dynamics of how they naturally change over time. These tools are critical to understanding the dynamics of team development and to implement interventions that more effectively support teams as they develop over time.

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“…Below, we begin to set forth a series of propositions driven by the literature on team development, albeit manifested in two different ways. The literature on team development and team dynamics has a long history (e.g., Tuckman, 1965; Gersick, 1991; Salas et al, 1992; Hackman and Wageman, 2005; Kozlowski et al, 2009; Burke et al, 2017), yet in thinking about extreme teams we take a slightly different approach in that we couple team development with contextual factors due to their tightly linked nature in teams.…”

Section: Role Enactment and Temporal Considerationsmentioning

confidence: 99%

A Bottom Up Perspective to Understanding the Dynamics of Team Roles in Mission Critical Teams

2019

Self Cite

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There is a long history, dating back to the 50 s, which examines the manner in which team roles contribute to effective team performance. However, much of this work has been built on ad hoc teams working together for short periods of time under conditions of minimal stress. Additionally, research has been conducted with little attention paid to the importance of temporal factors, despite repeated calls for the importance of considering time in team research (e.g., Mohammed et al., 2009 ). To begin to understand team roles and how temporal aspects may impact the types of team roles employed when teams are working in extreme mission critical environments, the current manuscript uses a data-driven, bottom-up approach. Specifically, we employ the use of retrospective historical data as our input and a historiometric approach ( Simonton, 2003 ). Source documents consist primarily of autobiographies, memoires, biographies, and first-hand accounts of crew interaction during spaceflight. Critical incidents regarding team interaction were extracted from these source documents and independently coded for team roles by two trained raters. Results of the study speak to the importance of task and social roles within teams that are predominantly intact and operating in extreme environments where mistakes can be life threatening. Evidence for the following task (i.e., coordinator, boundary spanner, team leader, evaluator, critic, information provider, team player, and innovator) and social roles (i.e., team builder, nurturer, harmonizer, entertainer, jokester, and the negative roles of attention seeker and negativist) were found. While it is often task roles that receive the greatest attention, results point to the importance of not neglecting the socioemotional health of the team (and the corresponding roles). Results also indicated that while some roles were consistently enacted independent of temporal considerations (e.g., mission length), the degree to which others were enacted varied across missions of differing lengths. Additionally, based on the current sample we see the following trends: (1) increased enactment of the team builder role as mission duration increases, (2) prominence of the entertainer role, and (3) increased emphasis on the visionary/problem solver role on missions over 2 years.

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The Importance of Time in Team Leadership Research

Cited by 10 publications

References 58 publications

Servant leadership and organisational citizenship behaviour: the role of public service motivation and length of time spent with the leader

Servant leadership and organisational citizenship behaviour: the role of public service motivation and length of time spent with the leader

A Team Training Field Research Study: Extending a Theory of Team Development

A Bottom Up Perspective to Understanding the Dynamics of Team Roles in Mission Critical Teams

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