Adapting Leadership Perceptions Across Tasks: Micro-Origins of Informal Leadership Transitions

Research output: Contribution to JournalArticleAcademicpeer-review

Abstract

Abstract
Relational theories of leadership emphasize the relevance of dynamic changes of informal leadership structures in teams, especially when teams are confronted with new tasks. In this study, we examine how leadership perceptions change in a new task and focus on two potential moderators: interpersonal contact and perceived change in competence allocation. We confronted existing student teams with a new and nonroutine task in the laboratory, during which we assessed team members’ interpersonal face-to-face contact via infrared using wearable sensors. We conducted multilevel analyses focusing on leadership perceptions on the relational level as outcome. Results show that leadership perceptions were relatively stable across tasks. However, team members changed these leadership perceptions more if they had more interpersonal contact with others and if they perceived a shift in competence relations. We discuss theoretical implications regarding informal and shared leadership research and practical implications regarding leadership development, as well as team diagnostics and interventions
Original languageEnglish
Pages (from-to)227-265
JournalSmall Group Research
Volume50
Issue number2
DOIs
Publication statusPublished - 2019

Fingerprint

Dive into the research topics of 'Adapting Leadership Perceptions Across Tasks: Micro-Origins of Informal Leadership Transitions'. Together they form a unique fingerprint.

Cite this