Team Leadership Behavior Research Articles

When Leadership Powers Team Learning: A Meta-Analysis.

Team learning behavior is found to be one of the most effective team processes, as learning behavior at the team level (e.g., sharing, discussing, and reflecting on knowledge and actions) enables teams to adapt existing or develop new knowledge. Team leadership behavior is considered a critical accelerant for creating conditions that are essential to engage in team learning behavior, such as a safe environment. Yet despite the growing amount of research in team learning, this relationship remains unclear. Meta-analytic techniques were used to examine when team leadership behaviors support team learning behavior and how the task type moderates that relationship. Forty-three empirical studies reporting 92 effect sizes were synthesized. Analyses show that team leadership behavior explains 18% of the variance in team learning behavior. Furthermore, results indicate that person-focused leaders foster team learning for both adaptive and developmental tasks, whereas task-focused leaders influence team learning for adaptive tasks only.

Effects of Team Leadership Behavior of SME Organization on Teamwork and Job Satisfaction

본 연구는 중소기업의 팀 리더십행동이 팀워크와 직무만족 간의 관계규명을 검증하는데 목적이 있다. 본 연구를 위해 수도권에 위치한 중소기업 종업원 158명을 대상으로 설문조사한 자료를 구조방정식모형으로 분석하였다. 연구결과는 다음과 같다. 팀 리더십행동은 팀워크에 유의한 영향을 미치는 것으로 나타났다. 팀워크는 직무만족에 긍정적인 영향을 미치는 것으로 확인되었다. 팀워크는 팀 리더십행동과 직무만족 간의 관계를 유의하게 매개효과가 있는 것으로 나타났다. 따라서 본 연구는 중소기업의 전략에 맞게 팀 리더십행동 및 팀워크 역량을 함양함으로써 경쟁력을 강화하고, 팀 리더십행동을 활성화하기 위한 방안을 규명하였다. 또한 중소기업에서 성과를 향상하기 위한 팀 리더십 역량의 개발과 전략 수립 및 운영에 기여할 수 있다.

Effective Leadership of Surgical Teams: A Mixed Methods Study of Surgeon Behaviors and Functions

BackgroundThe importance of effective team leadership for achieving surgical excellence is widely accepted, but we understand less about the behaviors that achieve this goal. We studied cardiac surgical teams to identify leadership behaviors that best support surgical teamwork.MethodsWe observed, surveyed, and interviewed cardiac surgical teams, including 7 surgeons and 116 team members, from September 2013 to April 2015. We documented 1,926 surgeon/team member interactions during 22 cases, coded them by behavior type and valence (ie, positive/negative/neutral), and characterized them by leadership function (conductor, elucidator, delegator, engagement facilitator, tone setter, being human, and safe space maker) to create a novel framework of surgical leadership derived from direct observation. We surveyed nonsurgeon team members about their perceptions of individual surgeon's leadership effectiveness on a 7-point Likert scale and correlated survey measures with individual surgeon profiles created by calculating percentage of behavior types, leader functions, and valence.ResultsSurgeon leadership was rated by nonsurgeons from 4.2 to 6.2 (mean, 5.4). Among the 33 types of behaviors observed, most interactions constituted elucidating (24%) and tone setting (20%). Overall, 66% of interactions (range, 43%–84%) were positive and 11% (range, 1%–45%) were negative. The percentage of positive and negative behaviors correlated strongly (r = 0.85 for positive and r = 0.75 for negative, p < 0.05) with nonsurgeon evaluations of leadership. Facilitating engagement related most positively (r = 0.80; p = 0.03), and negative forms of elucidating, ie, criticism, related most negatively (r = –0.81; p = 0.03).ConclusionsWe identified 7 surgeon leadership functions and related behaviors that impact perceptions of leadership. These observations suggest actionable opportunities to improve team leadership behavior.

Leadership for team learning: the case of university teacher teams

Teacher team involvement is considered a key factor in achieving sustainable innovation in higher education. This requires engaging in team learning behaviors that should result in new knowledge and solutions. However, university teachers are not used to discussing their work practices with one another and tend to neglect any innovation in their tasks. Team leadership behavior is often considered essential for stimulating team learning behavior, but it is unclear how this transpires. Therefore, the present study explores university teacher team members’ perceptions of team learning behavior, their assigned task, and leadership behaviors in their team. Interviews were conducted with 16 members of different teacher teams at a university of applied sciences. Findings included that the vast majority of the team learning behaviors only involved sharing ideas; engaging in constructive conflicts and co-constructions was not observed. Only a few teams combined all three team learning behaviors. In these teams, members observed that existing methods and solutions were no longer adequate, with leaders appearing to combine transformational and transactional behaviors, but operating from a distance without actively interfering in the process. Furthermore, these team members shared leadership behaviors while focusing on the team as a whole, instead of solving problems at individual level. This strongly indicates that task perception and specific vertical and shared team leadership behaviors play a role in stimulating teachers in seeking controversy and co-constructing new knowledge.

Assessing Team Leadership in Emergency Medicine: The Milestones and Beyond.

Team leadership is a critical skill for emergency medicine physicians that directly affects team performance and the quality of patient care. There exists a robust body of team science research supporting team leadership conceptual models and behavioral skill sets. However, to date, this work has not been widely incorporated into health care team leadership education. This narrative review has 3 aims: (1) to synthesize the team science literature and to translate important concepts and models to health care team leadership; (2) to describe how team leadership is currently represented in the health care literature and in the Accreditation Council for Graduate Medical Education Milestones for emergency medicine; and (3) to propose a novel, evidence-based framework for the assessment of team leadership in emergency medicine. We conducted a narrative review of the team science and health care literature. We summarized our findings and identified a list of team leadership behaviors that were then used to create a framework for team leadership assessment. Current health care team leadership measurement tools do not incorporate evidence-based models of leadership concepts from other established domains. The emergency medicine milestones include several team leadership behaviors as part of a larger resident evaluation program. However, they do not offer a comprehensive or cohesive representation of the team leadership construct. Despite the importance of team leadership to patient care, there is no standardized approach to team leadership assessment in emergency medicine. Based on the results of our review, we propose a novel team leadership assessment framework that is supported by the team science literature.

Effect of CRM team leader training on team performance and leadership behavior in simulated cardiac arrest scenarios: a prospective, randomized, controlled study.

BackgroundEffective team leadership in cardiopulmonary resuscitation (CPR) is well recognized as a crucial factor influencing performance. Generally, leadership training focuses on task requirements for leading as well as non-leading team members. We provided crisis resource management (CRM) training only for designated team leaders of advanced life support (ALS) trained teams. This study assessed the impact of the CRM team leader training on CPR performance and team leader verbalization.MethodsForty-five teams of four members each were randomly assigned to one of two study groups: CRM team leader training (CRM-TL) and additional ALS-training (ALS add-on). After an initial lecture and three ALS skill training tutorials (basic life support, airway management and rhythm recognition/defibrillation) of 90-min each, one member of each team was randomly assigned to act as the team leader in the upcoming CPR simulation. Team leaders of the CRM-TL groups attended a 90-min CRM-TL training. All other participants received an additional 90-min ALS skill training. A simulated CPR scenario was videotaped and analyzed regarding no-flow time (NFT) percentage, adherence to the European Resuscitation Council 2010 ALS algorithm (ADH), and type and rate of team leader verbalizations (TLV).ResultsCRM-TL teams showed shorter, albeit statistically insignificant, NFT rates compared to ALS-Add teams (mean difference 1.34 (95 % CI −2.5, 5.2), p = 0.48). ADH scores in the CRM-TL group were significantly higher (difference −6.4 (95 % CI −10.3, −2.4), p = 0.002). Significantly higher TLV proportions were found for the CRM-TL group: direct orders (difference −1.82 (95 % CI −2.4, −1.2), p < 0.001); undirected orders (difference −1.82 (95 % CI −2.8, −0.9), p < 0.001); planning (difference −0.27 (95 % CI −0.5, −0.05) p = 0.018) and task assignments (difference −0.09 (95 % CI −0.2, −0.01), p = 0.023).ConclusionTraining only the designated team leaders in CRM improves performance of the entire team, in particular guideline adherence and team leader behavior. Emphasis on training of team leader behavior appears to be beneficial in resuscitation and emergency medical course performance.Electronic supplementary materialThe online version of this article (doi:10.1186/s12909-015-0389-z) contains supplementary material, which is available to authorized users.

A multilevel model of transformational leadership, affect, and creative process behavior in work teams

We develop a multilevel model to explain how affect and transformational leadership (TFL) influence team creative process behavior. We theorize, in particular, that a dual-level model of TFL, which incorporates both individual-focused TFL (addressing the individual differences of team members) and group-focused TFL (addressing the team as a whole) underlies affect–creativity relationships. We argue moreover that these effects exist across three conceptual levels: (1) within-person, (2) interpersonal, and (3) group. We conclude with a discussion of the theoretical implications and limitations of our model and suggest potential avenues for future research.

Job Satisfaction Effecting Factors of Employees in Bangladesh Banking Sector

Satisfaction of employees with their job is considered one of the key factors for the success of an organization. The job satisfaction has got tremendous attention in organizational research. The focus of this study is to determine the impact of various human resource management practices like job autonomy, team work environment and leadership behavior on job satisfaction. It also investigates the major determinants of job satisfaction in Bangladeshi banking sector. This study further evaluates the level of difference in job satisfaction among male and female employees. The sample of the study consisted of 450 employees working in different branches of bank in Bangladesh through the questionnaire, of which 295 were returned and processed. SPSS was used to analyze the data, using independent sample T test, Correlation and regression analysis. There is a positive and significant link between job satisfaction and human recourse management practices like team work environment, job autonomy and behavior of leadership. From the findings of the study, it is also inferred that male and female workers have significantly different level of job satisfaction.

Exhibiting Leadership and Facilitation Behaviors in NPD Project-Based Work: Does Team Personal Style Composition Matter?

:Teams are increasingly becoming primary in the way employees in organizations conduct work. Understanding what makes teams effective is especially important for new product development (NPD) teams, whose members often have diverse backgrounds and competencies. The effects of similarities and differences among team members in NPD project-based work influence every aspect of that work. We explored the relationship between project team composition attributes and project team members' team leadership and facilitation behaviors, drawing from the literature on similarity-attraction effect.Data from two time points that were 12-weeks apart were collected from 144 professional employees working in 48 project teams to test the study's hypotheses. Using HLM 6.0 (Raudenbush & Bryk, 2002), findings show that when it comes to project team composition, members of a team, who are similar on affective personal style traits, demonstrate greater team leadership and facilitation behaviors. We identify implications for generating productive team leadership and facilitation behaviors in NPD project-based work.

The impact of brief team communication, leadership and team behavior training on ad hoc team performance in trauma care settings

BackgroundCommunication breakdowns and care coordination problems often cause preventable adverse patient care events, which can be especially acute in the trauma setting, in which ad hoc teams have little time for advanced planning. Existing teamwork curricula do not address the particular issues associated with ad hoc emergency teams providing trauma care. MethodsAd hoc trauma teams completed a preinstruction simulated trauma encounter and were provided with instruction on appropriate team behaviors and team communication. Teams completed a postinstruction simulated trauma encounter immediately afterward and 3 weeks later, then completed a questionnaire. Blinded raters rated videotapes of the simulations. ResultsParticipants expressed high levels of satisfaction and intent to change practice after the intervention. Participants changed teamwork and communication behavior on the posttest, and changes were sustained after a 3-week interval, though there was some loss of retention. ConclusionsBrief training exercises can change teamwork and communication behaviors on ad hoc trauma teams.

Learning from Critical Incidents By Ad Hoc Teams: The Impact of Storytelling on Psychological Safety

This study was motivated to learn more about the effects of team leader behaviors in learning conversations on team psychological safety. Through an exploration of the literatures on psychological safety, storytelling, and action science, I generated a set of testable hypotheses concerning the effects of team leaders on psychological safety. Utilizing data collected on team learning conversations in medical teams following critical incidents, I tested these hypotheses and found a significant positive effect of the team leaders’ use of storytelling on team psychological safety. This research makes a contribution to our understanding of the interplay among team leaders, storytelling, and psychological safety in temporary teams. I examined a group of strangers thrust into a highly stressful critical incident, where there were great reputational risks associated with making mistakes, and then observed as this newly- formed team worked to make sense of and learn from this critical incident. By pushing to the e...

Exhibiting Leadership Behaviors in Project-Based Work: Does Team Personal Style Composition Matter

Teams are increasingly becoming primary in the way employees in organizations conduct work. The effects of similarities and differences among team members in projectbased work influence every aspect of that work. We explored the relationship between team composition attributes and team members’ team leadership and facilitation behaviors, drawing from the literature on similarity-attraction effect. Data from two time points that are 12-week apart were collected from 144 professional employees working in 48 work teams to test the study’s hypotheses. Using HLM 6.0 [45]the current study shows that when it comes to team composition, members of a team who are similar on the personal style traits extraversion and neuroticism, that have an affective tone, demonstrate greater team leadership and facilitation behaviors, we refer to as team process behaviors. We provide implications for generating team leadership and facilitation behaviors in project-based work.

The effect of newcomers’ proactive personality on organizational socialization through information seeking behavior

The purpose of this study was to examine the relationships among newcomers’ proactive personality, information seeking behavior and organizational socialization. Specifically, This study investigated not only the main effect of newcomers’ proactive personality on information seeking behaviors which related to job and relationship building, and organizational socialization but also the moderating roles of team climate and leader behaviors on the relationships between proactive personality and information seeking behaviors, and between information seeking behaviors and organizational socialization. Online survey was conducted to 151 korean employees working for at least 3 months to 6 months and 151data were obtained for statistical analysis. Three steps of analysis procedures were carried out. First, correlation analysis was conducted and the results showed that there were positive relationship among main variables such as proactive personality, information seeking behavior, organizational socialization and etc. Second, the results of structural equitation model analyses showed that newcomers’ information seeking behaviors fully mediate proactive personality and organizational socialization. Third the results of hierarchial regression analyses showed that while leader behaviors which were specified to feedback behavior and consideration behavior moderated the relationship between information seeking behaviors and organizational socialization, Team openness did not moderate the relationship between proactive personality and information seeking behaviors. The implications and limitations of this study and the directions for future research were discussed on the basis of the results.

The Effect of Newcomers’ Proactive Personality on Organizational Socialization through Information Seeking behavior: The Moderating Effects of Team Openness and Leader Behavior

본 연구는 신입사원의 주도적 성격과 정보추구행동, 조직사회화간의 관계를 밝히는데 목적이 있다. 구체적으로 신입사원의 주도적 성격이 정보추구행동(기술정보추구행동 및 사회적피드백추구행동)과 조직사회화(과업숙달 및 관계구축)에 미치는 영향을 검증하고, 팀개방성과 리더 행동이 주도적 성격, 정보추구행동, 조직사회화의 관계에서 조절효과를 갖는지 검증하였다. 본 연구를 위해 온라인 설문조사를 실시하여, 입사 3개월 이상 6개월 미만인 국내 직장인 151명의 데이터를 사용하여 분석하였다. 먼저 상관분석결과, 주도적 성격과 정보추구행동, 조직사회화간의 정적(+)인 관계가 있는 것으로 나타났다. 정보추구행동의 매개효과 검증을 위해 구조방정식 분석을 실시한 결과, 주도적 성격과 조직사회화간의 관계에서 정보추구행동이 완전매개역할을 하는 것으로 나타났다. 또한 팀개방성 및 리더행동의 조절효과 검증을 위해 위계적 회귀분석을 실시하였다. 분석결과, 팀개방성은 주도적 성격과 정보추구행동간의 관계에서 조절효과가 없는 반면, 리더의 피드백제시 행동 및 배려행동은 정보추구행동과 조직사회화간의 관계에서 조절효과가 있는 것으로 나타났다. 하지만 가설과는 달리 정보추구행동이 낮은 집단에서 조직사회화의 관계가 더 강하게 나타났다. 마지막으로 연구결과를 토대로 본 연구의 학문적 의의 및 실무적 시사점, 그리고 제한점과 추후 연구과제에 대하여 논의하였다.

Empowering team leadership and safety performance in nuclear power plants: A multilevel approach

Despite the large body of work on team leadership, hardly any literature has dealt with team leadership in safety performance settings. The goal of the present study is to analyze how team leader behaviors influence team members’ safety performance in nuclear power plants. For this purpose, an empowering leadership approach was assessed. We consider a multilevel model in which safety performance is divided into three types of behaviors. The sample was composed of 479 workers in 54 groups from two Spanish nuclear power plants. The results suggested that leaders’ empowering behaviors generated higher safety compliance behaviors and higher safety participation behaviors by team members, whereas risky behaviors were reduced. Empirical support was found for hierarchical linear modeling linking leadership and safety performance behaviors. Practical implications, study limitations and directions for future research are discussed.

Team Leader Behavior and Team Sensemaking in HIT Implementation

In this research we began with the intent of exploring team member interpersonal behavior as an influence on team sensemaking processes. In the process of doing the work, we discovered that it is t...

Climate for Innovation, Creative Efficacy and Team Innovation: The Moderating Role of Team Leadership

Organizational climates are defined as a set of shared perceptions regarding the policies, practices, and procedures that an organization rewards, supports, and expects. Organizational climates exert an important influence on organizations and employees who work in them. In recent years, climate researchers have switched their focus from global to facet-specific climates. This study defines climate for innovation (or support for innovation) as the innovation aspect of the work group climate, which reflects shared perceptions among group members regarding their work environment that is creativity-/ innovation-relevant. Previous studies have found that climate for innovation is significantly related to team innovation. However, the research on the relationship between climate and innovation at the team level is still lacking, especially in the Chinese context. Moreover, previous research has not answered the following questions: what is the psychological mechanism that channels the impact of climate for innovation on team innovation? What is the role of team leader in this relationship? This study aims to address the two questions by examining the mediating effect of team creative efficacy and the moderating role of team leader's behaviors of leading innovation. Data were collected from a high-tech company in China. Teamwork is popular in this company. A team leader is assigned to each team and this leader acts not only as the job coordinator but also as a coworker of team members. We randomly selected 90 RD teams from a list of 380 teams provided by the HR department, and finally got a sample of 51 teams with average team size of 3.6. We used hierarchical regression and bootstrap method with the aid of SPSS macro developed by Preacher and Hayes (2008) to test our hypotheses. With team innovation as the dependent variable, the results showed that the regression coefficients of climate for innovation on both team creative efficacy and team innovation were significantly positive. After adding leader's leading innovation behavior and its interaction term with team creative efficacy, the regression coefficient on team innovation of the interaction term was significant. The moderating pattern showed that the relationship between team creative efficacy and team innovation becomes stronger as leaders' leading innovation behavior growing from low to high. In addition, the mediating test with bootstrap method displayed that team creative efficacy acts as the mediator between climate for innovation and team innovation. Furthermore, conditional indirect effect test also showed that the mediating effect of team creative efficacy on the climate for innovation-team innovation linkage is significant only when the level of leader's leading innovation behavior is high. All hypotheses were supported. Findings of this study shed light on the innovation process at the team level. First, this research extends social cognitive theory to the work group level by revealing the mediating effect of team creative efficacy on the climate for innovation-team innovation relationship. This result adds to our understanding of the mechanisms through which climate for innovation influences team innovation. Future research should investigate additional mediators, such as team members' external social networks. Second, the result of the positive relationship between climate for innovation and team innovation in the Chinese sample confirms the findings obtained from Western world and enriches the climate and innovation literature. Finally, the catalyst role of team leadership implies that innovation-supportive leadership can strengthen the effect of team creative efficacy on team innovation and the indirect effect of climate for innovation on team innovation.

A qualitative analysis of charismatic leadership in creative teams: the case of Turkish TV series directors

TV and media play an important role in our life and it has been stated that TV series are the second most followed program type after news. Apart from their rationality and consistency, directors and teams play a major role in the recognition of the series by the society. It has been contented that the most popular Turkish TV series have been differentiated from all their equals by the charismatic leadership qualities of their directors. It has also been contented that these charismatic leader- directors act as facilitators for their teams to optimize their creativity at work.Although there are a large number of studies related to leadership theories, only two studies related to television directors’ leadership style were found in the literature. For this reason, this research was carried out on three of top ten, well-known directors who had directed or have currently been directing numerous famous movies and televisions series. They were interviewed using a semi-structured questionnaire depend on Conger and Kanungo's (1994) model which has been acknowledged as one of the most influential studies about charismatic leadership behavior. Pattern matching was used as a technique to explore whether the pattern of reported team leader behavior of television directors matches the theory of charismatic leadership as conceptualized by Conger and Kanungo.Results of the present study revealed that charismatic leadership can be important in explaining the leadership role of sampled Turkish TV series directors in teams.

Team leadership in the intensive care unit: The perspective of specialists*

To identify the behaviors senior physicians (e.g., specialists, staff attendings) report using to lead multidisciplinary teams in the intensive care unit. Semistructured interviews focusing on team leadership, crisis management, and development of an environment that enable effective team performance in the intensive care unit. Seven general intensive care units based in National Health Service hospitals in the United Kingdom. Twenty-five senior intensive care medicine physicians. Responses to a semistructured interview were transcribed and subjected to "content" analysis. The interview analysis focused on references to the "functional" behaviors used by leaders to manage team performance and the "team development behaviors" used to build the conditions that enable effective team performance. Seven of the interviews were coded by a second psychologist to measure inter-rater reliability. Inter-rater reliability (Cohen's κ) was acceptable for both scales (κ = 0.72 and κ = 0.75). In total, 702 functional leadership behaviors (behaviors for information gathering, planning and decision-making, managing team members) were coded as being used to manage the intensive care unit, along with 216 team development behaviors (for providing team direction and establishing team norms). These behaviors were grouped together in a theoretically driven framework of intensive care unit team leadership. Intensive care unit senior physicians report using a variety of leadership behaviors to ensure high levels of team performance. The data described in this study provide insight into the team leadership behaviors used by intensive care unit team leaders and have implications for the development of team leadership training and assessment tools.

Attitudes towards factors influencing team performance

PurposeThe purpose of this paper is to establish how teams view the relative importance of team learning behaviors in comparison with other predictors of team performance.Design/methodology/approachA survey was administered to 30 team members, 19 team leaders, and 21 supervisors of 22 teams from eight Dutch organizations, Respondents were asked to indicate which criteria they applied to evaluate team performance, and which factors they deemed the most important ones in distinguishing between high and poorly performing teams.FindingsThe most frequently applied criteria to measure team performance were satisfying quality requirements, reaching the target goals, and customer satisfaction. Respondents evaluated team leadership, goal clarity, and team learning behaviors as main factors influencing team performance. Attitudes of team members, team leaders, and supervisors differed in some respects.Research limitations/implicationsThe study uses a cross‐sectional approach and a relatively small sample size. Further research using larger samples should focus on determining differences in subjective and objective performance ratings across tasks and across team types. Multi‐wave designs can provide more specific information about the stability of the variables and their over‐time relationships.Practical implicationsThis paper can help to raise awareness of differences in attitudes towards team performance criteria among team members, team leaders, and supervisors; as well as increase their ability to determine the value of factors contributing to team performance enhancement.Originality/valueThe paper provides insights into the attitudes of team stakeholders towards team performance rating criteria and influencing factors. These can have substantial impact on intended and actual behaviors within the team.