Access to this document was granted through an Emerald subscription provided by emerald-srm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The study seeks to illuminate factors that benefit, or do not benefit, the development of swift trust towards leaders in temporary military groups. Design/methodology/approach -The study group comprised 50 Norwegian cadets, 34 Norwegian military officers, 317 Swedish cadets, and 190 Swedish military officers. Data were gathered using a questionnaire which included two open-ended questions on aspects which contribute to swift trust (and lack thereof) towards leaders, as well as Likert-scale questions on temporary group characteristics, and a personality inventory. Findings -A qualitative clustering analysis of the open-ended responses yielded a hierarchical model of aspects which contribute to swift trust (or the lack thereof) with the following two superior categories: individual-related characteristics such as emotional stability and relationship-related characteristics such as encourage involvement and creativity. The latter superior category covaried most strongly with ratings of the groups' performance.Research limitations/implications -The results need to be substantiated by further research in other professional groups and cultures. Practical implications -The findings can help leaders of temporary groups become more conscious of how they may affect the group members' development of swift trust. Originality/value -The hierarchical and detailed model of aspects which contribute to swift trust in leaders of temporary groups is new.

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the results largely supported the model concepts and their assumed relationships.

Purpose -The purpose of this paper is to further the theoretical understanding of leadership in emergency type organisations by modelling contextual aspects which are assumed to influence it. Design/methodology/approach -A theoretical analysis followed by an operationalisation of key concepts and two small-scale empirical cross-sectional tests. Findings -Contextual conditions at the group, organisation, and environmental levels that are assumed to influence leadership in emergency type organisations were modelled in lower-to higher-extent bipolar dimensions. An empirical test involving Scandinavian military officers (n ¼ 57) and Swedish health care (ambulance) professionals (n ¼ 39) yielded profiles for leaders at three different hierarchical levels during severely demanding operations: field-level group/team leaders; field-level commanders/managers; and high-level strategic commanders/managers. Considerable differences were found between the three profiles on scales designed to measure environmental and more structure-related organisational conditions. Almost no differences were noted on "softer" aspects such as organisational culture and small group characteristics.Research limitations/implications -The study focuses only on traditional hierarchical organisations that are designed to function in extreme conditions (the armed forces and acute health care). Practical implications -If empirically further tested and proved valid, the suggested model could be of value in leadership and organisational development efforts. Originality/value -The theoretical approach is new. The presented operationalisations open up for full-model tests of leadership models based on an interactional person-by-situation paradigm.

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