Abstract
This research report aimed to present a team leader intervention model regarding when unexpected events arise in meetings. Onward, the model will form a starting point for the creation and validation of a team leader interventions inventory. Sixteen managers provided the empirical material for the construction of the model. The subjects proposed as many interventions as possible based on 10 different group meeting scenarios. In total, 327 interventions were proposed, which constituted the basis for a conceptual framework comprising six categories—Control, Inform, Initiate, Investigate, Support, and Avoid. Three of the categories correspond to classical leadership behaviours: the Control category to Authoritative Leadership and Task Behaviour and structure; the Support category to Democratic Leadership and Relationship Behaviour and consideration; and the Avoid category to Laissez-Faire Leadership, letting events pass without taking leadership. In addition, the conceptual framework includes three new categories in addition to the classical leadership theory. The Inform category is related to the controlling function. When the leader clarifies goals and how to achieve the goals, it is indirectly a controlling function. The Initiate category is related to launching procedural or distracting activities. Finally, the Investigate category is an almost necessary step ahead of the other categories. Before controlling, informing, initiating, supporting, or avoiding, the leader ought to investigate the causes of the disorder and then decide which intervention is most appropriate.
Highlights
Personality tests and inventories measuring traits are standard procedures used to select personnel and staff development and training
The individual must comprehend that there is a repertoire of possible interventions available in each group meeting situation
This work aims to construct a model that describes the group interventions of leaders based on how existing leaders describe them
Summary
Personality tests and inventories measuring traits are standard procedures used to select personnel and staff development and training. When selecting candidates for managerial positions, there are often demands on acting in groups and handling different events/situations. An assumption in this study is that the individual who has a broad repertoire of interventions/behaviours has better opportunities to succeed in management positions that require group leadership skills than the individual relying on a one-sided pattern of interventions, no matter the situation. This assumption is in-line with Reunanen and Kaitonen (2016), who argue that leaders need different styles in their functional roles
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