A framework for examining leadership in extreme contexts

Hannah, Sean T.; Uhl‐Bien, Mary; Avolio, Bruce J.; Cavarretta, Fabrice

doi:10.1016/j.leaqua.2009.09.006

Cited by 518 publications

(588 citation statements)

References 158 publications

(188 reference statements)

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“…In the transition phase a series of planning and preparation processes help members of the MTS develop shared mental models about how individuals and teams are supposed to think and interact during the course of an operation. Such processes (e.g., Safe Job Analyses, Tool Box Meetings, and Task Plans) help members of the MTS to see the big picture of the operation, reinforce standard operating procedures, anticipate problems, and minimize their occurrence 5 . However, given the complex nature of the work and the dynamic environment in which it takes place unexpected events will occur and the system must be able to respond quickly.…”

Section: Resultsmentioning

confidence: 99%

“…The environmental context is potentially extreme. Hannah et al [5] define an extreme context as one "where one or more extreme events are occurring or are likely to occur that may exceed the organization's capacity to prevent and result in an extensive and intolerable magnitude of physical, psychological, or material consequences to-or in close physical or psycho-social proximity to-organization members." An IMR trip involves many potential risks for the crew, vessel (e.g.…”

Section: The Research Contextmentioning

confidence: 99%

“…Since complex and flexible organizational designs are used to conduct high-risk work in potentially extreme environments [5], we need to understand the leadership dynamics that enable them to be effective. There is a growing body of research and theory on multiteam systems (MTS) [6], [7] as well as on organizations that operate successfully in high-risk environments (HROs) [2] [11].…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Leadership Redundancy in a Multiteam System

Johannessen¹,

McArthur

Jonassen³

2012

IFIP Advances in Information and Communication Technology

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Abstract. Inspection, maintenance, and repair (IMR) operations of the subsea infrastructure off Norway's coast are performed from specialized vessels by multiteam systems. A case study shows how leadership is organized and practiced to coordinate interdependencies, and to cope with the risks inherent in this type of complex and tightly coupled operation. Leadership redundancy is proposed as a mechanism that can contribute to the smooth and safe functioning of a multiteam system operating in a volatile environment.

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Section: Resultsmentioning

confidence: 99%

Section: The Research Contextmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Leadership Redundancy in a Multiteam System

Johannessen¹,

McArthur

Jonassen³

2012

IFIP Advances in Information and Communication Technology

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“…It has been suggested that where there is minimal cultural distance between home and host cultures there should be less culture shock and greater ability of expatriates to understand the attitude and actions of local people or to predict behavior of local people (Gudykunst & Hammer, 1988). Fisher and Hutchings (2013) suggested that context matters and that cultural distance takes on more significance in an extreme context when there is threat of injury and to life and events occur which are unplanned (Hannah, Uhl-Bien, Avolio, & Cavarretta, 2009) and stress is more pronounced (for a discussion of stress and culture shock see also Redmond, 2000).…”

Section: Cultural Distancementioning

confidence: 99%

Female Military Expats: Sixty Years of Work in International War Zones

Fisher

Hutchings

Pinto

2014

AMPROC

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This exploratory study focuses on the acculturation strategies of female career military 'propatriates' who worked and lived in combat settings. Based on an analysis of the oral histories of women who served in the Second World War, Korean War, Vietnam War, Afghanistan and Iraq, the research revealed that a strong commitment to their profession and camaraderie facilitated their adaptation to living conditions characterized by extreme danger, nominal domestic comforts, a hyper-masculine culture, and unrelenting work requirements in culturally distant contexts. The research highlighted the multiple physical and psychological stressors of living and working in a war zone and variety of coping strategies employed, particularly the prominent role of communication with family and friends, friendships with other military expatriates, and religion. As extant expatriate research has overwhelmingly focused on male executives in multinational corporations, this research is significant in extending the literature to an analysis of women in the military who lived and worked in extreme intercultural contexts at times throughout the twentieth century when not only were propatriates a relatively rare phenomenon but few women worked internationally. INTRODUCTIONDespite a long tradition of sending public sector personnel overseas for a variety of purposes, such as diplomatic and military service (Stening 1994), the literature on expatriate management has been dominated by discussions of people working in private industry (Bhaskar-Shrinivas, Fenner & Selmer, 2008) with research on public sector expatriates and Submission #12954 2 their conditions of work being very limited (Anderson 2001;Fenner & Selmer, 2008). This paper analyses the oral histories of United States (US) female military expatriates deployed to war zones encompassing a sixty-year span of the twentieth and early parts of the twenty-first century across World War II, Korean War, Vietnam War, and the Gulf Wars of Afghanistan and Iraq. The analysis extends expatriation focused on multinational enterprises and traditional expatriates (see, for instance, Altman & Shortland, 2008;Furuya et al., 2009;Lazarova & Tarique, 2005) by examining female military propatriate acculturation in an extreme context (i.e., a war zone). In analyzing their acculturation and identifying the coping strategies that were employed under these challenging, adverse conditions, this research contributes to expatriation research generally and female expatriation more specifically but also provides insights for organizations operating in extreme contexts and international businesses which are increasingly affected by international terrorism (Bader & Berg, 2013).Achieving acculturation in a culturally distant and extreme context is important for civilian leaders, government and military -and it is an increasingly important area of research for fields such as aerospace, the military, medicine, and transportation, among others, where hazardous work settings are encountered. An extreme context ...

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“…Leadership and trust are two relevant elements to explain the difference in performance between organizations that are often similar (Braun et al, 2013;Pinheiro Neto, 2013;Zanini et al, 2003;Haas, 2005; Legood, Thomas and Sacramento, 2016;Hasel and Grover, 2017). Especially in contexts of high complexity and unpredictability, engagement and trust are essential to ensure cooperation in the search for internal adjustments necessary to construct rapid responses to the challenges of the environment (Hannah et al, 2009).…”

Section: Introductionmentioning

confidence: 99%

Uma análise dos antecedentes da confiança no líder numa unidade policial de operações especiais

2018

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This article aims to widen the understanding of informal coordination elements in the management of teams working in complex and unpredictable scenarios. It presents the results of a study carried out in a special operations police unit, the Batalhão de Operações Policiais Especiais do Rio de Janeiro (Bope/RJ), using quantitative methods. The study analyzed the relationship between the antecedents of trust and power distance and personal and professional trust in the leader. The results confirm a direct and negative relationship between power distance and professional trust in the leader, and a direct and positive relationship with some antecedents of trust. The greater the perceptions of internal communication quality, and sharing and delegation of authority in the decision process, the greater the trust in the leader. Keywords: antecedents of trust; trust; leadership; special police units; team management. Uma análise dos antecedentes da confiança no líder numa unidade policial de operações especiaisEste artigo se propõe a aprofundar a compreensão dos elementos de coordenação informal na gestão de equipes que atuam em cenários complexos e imprevisíveis. Apresentamos os resultados de um estudo realizado numa unidade de operações especiais de polícia, o Batalhão de Operações Policiais Especiais do Rio de Janeiro (Bope/RJ), utilizando métodos quantitativos. Analisamos a relação entre os antecedentes da confiança e a dimensão distância de poder e a confiança pessoal e profissional no líder. Os resultados confirmam uma relação direta e negativa entre distância de poder e confiança profissional no líder, e uma relação direta e positiva com alguns antecedentes da confiança. Quanto maior a percepção da qualidade da comunicação interna e o compartilhamento e delegação de autoridade nos processos decisórios, maior é a confiança pessoal no líder. Palavras-chave: antecedentes da confiança; confiança; liderança; unidades policiais especiais; gestão de equipes. Un análisis de los antecedentes de confianza en el líder en una unidad policial de operaciones especialesEste artículo se propone profundizar en la comprensión de los elementos de coordinación informal en la gestión de equipos que actúan en escenarios complejos e imprevisibles. Presentamos los resultados de un estudio realizado en una unidad de operaciones especiales de policía, el Batalhão de Operações Policiais Especiais do Rio de Janeiro (Bope/RJ), utilizando métodos cuantitativos. Analizamos la relación entre los antecedentes de la confianza y la dimensión distancia de poder y la confianza personal y profesional en el líder. Los resultados confirman una relación directa y negativa entre distancia de poder y confianza profesional en el líder, y una relación directa y positiva con algunos antecedentes de la confianza. Cuanto mayor es la percepción de la calidad de la comunicación interna y el compartir y delegación de autoridad en los procesos decisorios, mayor es la confianza personal en el líder.

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A framework for examining leadership in extreme contexts

Cited by 518 publications

References 158 publications

Leadership Redundancy in a Multiteam System

Leadership Redundancy in a Multiteam System

Female Military Expats: Sixty Years of Work in International War Zones

Uma análise dos antecedentes da confiança no líder numa unidade policial de operações especiais

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