What type of leadership behaviors are functional in teams? A meta-analysis

Burke, C. Shawn; Stagl, Kevin C.; Klein, Cameron; Goodwin, Gerald F.; Salas, Eduardo; Halpin, Stanley M.

doi:10.1016/j.leaqua.2006.02.007

Cited by 862 publications

(896 citation statements)

References 79 publications

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“…In the most general sense, leadership Bis a solution to the problem of collective effort-the problem of bringing people together and combining their efforts to promote success and survival^ (Kaiser et al 2008, p. 96). Thus, leadership plays an important role in facilitating team success (see Burke et al 2006;Kozlowski and Ilgen 2006;Mathieu et al 2008) by solving problems and allocating critical resources , reducing barriers (Dirks and Ferrin 2002), facilitating information exchange (Randall et al 2011), and providing a motivational force .…”

Section: Functional Leadership Of Team Human Capitalmentioning

confidence: 99%

“…Functional leadership has been a particularly common lens through which organizational researchers have examined the role of team leadership (Burke et al 2006;Morgeson et al 2010). According to functional leadership theory, the role of leaders is Bto do, or get done, whatever is not being adequately handled for group needs^ (McGrath 1962, p. 5).…”

Section: Functional Leadership Of Team Human Capitalmentioning

confidence: 99%

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Ch-Ch-Ch-changes: How Action Phase Functional Leadership, Team Human Capital, and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

et al. 2017

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Section: Functional Leadership Of Team Human Capitalmentioning

confidence: 99%

Section: Functional Leadership Of Team Human Capitalmentioning

confidence: 99%

Ch-Ch-Ch-changes: How Action Phase Functional Leadership, Team Human Capital, and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

et al. 2017

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“…Numerous features inherent to team engagement can serve as challenges to maintaining a culture of high-functioning sharing of knowledge. These can include high diversity of membership (Kozlowski, Watola, Jensen, Kim, & Botero, 2009), large team size (Tannenbaum, Mathieu, Salas, & Cohen, 2012), designing deep integration of knowledge (Drath et al, 2008), navigating goal misalignments (Salazar, Lant, Fiore, & Salas, 2012), permeating team and stakeholder boundaries (Hall et al, 2012), geographic dispersion, and securing high task interdependence (Burke et al, 2006).…”

Section: Workflow Culturementioning

confidence: 99%

Shifting Paradigms in Information Flow: An Open Science Framework (OSF) for Knowledge Sharing Teams

Potterbusch

Lotrecchiano

2018

InformingSciJ

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Aim/Purpose: This paper explores the implications of machine-mediated communication on human interaction in cross-disciplinary teams. The authors explore the relationships between Open Science Theory, its contributions to team science, and the opportunities and challenges associated with adopting open science principles. Background: Open Science Theory impacts many aspects of human interaction throughout the scholarly life cycle and can be seen in action through various technologies, which each typically touch only one such aspect. By serving multiple aspects of Open Science Theory at once, the Open Science Framework (OSF) serves as an exemplar technology. As such it illustrates how Open Science Theory can inform and expand cognitive and behavioral dynamics in teams at multiple levels in a single tool. Methodology: This concept paper provides a theoretical rationale for recommendations for exploring the connections between an open science paradigm and the dynamics of team communication. As such theory and evidence have been culled to initiate a synthesis of the nascent literature, current practice and theory. Contribution: This paper aims to illuminate the shared goals between open science and the study of teams by focusing on science team activities (data management, methods, algorithms, and outputs) as focal objects for further combined study. Findings: Team dynamics and characteristics that will affect successful human/machine assisted interactions through mediators of workflow culture, attitudes about ownership of knowledge, readiness to share openly, shifts from group-driven to user-driven functionality, group-organizing to self-organizing structures, and the development of trust as teams regulate between traditional and open science dissemination. Recommendations for Practitioners: Participation in open science practices through machine-assisted technologies in team projects/scholarship should be encouraged. Recommendation for Researchers: The information provided highlights areas in need of further study in team science as well as new primary sources of material in the study of teams utilizing machine-assisted methods in their work. Impact on Society: As researchers take on more complex social problems, new technology and open science practices can complement the work of diverse stakeholders while also providing opportunities to broaden impact and intensify scholarly contributions. Future Research: Future investigation into the cognitive and behavioral research conducted with teams that employ machine-assisted technologies in their workflows would offer researchers the opportunity to understand better the relationships between intelligent machines and science teams’ impacts on their communities as well as the necessary paradigmatic shifts inherent when utilizing these technologies.

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“…Leadership style was reported to be a determinant for the level of trust, staff and followers accord their leaders, their level of motivation, team dynamics, commitment and zeal to identify with the leaders vision and the mission required to achieve health program goals (Burke et al, 2006). The performance of leaders is often influenced by the policy environment, economic factors, organizational ethics and individual attitudes and competencies which are also individually linked to leadership style and thus making leadership approach the over bearing factor that defines the success of organizations and public health programs (Avolio et al, 2009).…”

Section: The Contextual Basis Of Various Leadership Theoriesmentioning

confidence: 99%

Analyzing vulnerability and resilience of Turkey to climate change

Yüksel¹

2014

Sci. Res. Essays

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The continued challenges in public health programs and in particular the dearth of tested approaches that hinges on systems thinking approach, holistic planning and implementation with all relevant stakeholder calls for newer approaches in public health leadership. This work advances a unified leadership theory drawn from skills approach, high coaching and high directive behavior and system thinking approach. The unified leadership approach underscored key leadership themes: system thinking, vision, power sharing, process based and collateral leaderships. It is expected that such a multi-prong approach will strengthen holistic planning with input from all concerned partners, facilitate clarity of roles and balancing of power so that it will improve coordination, collaboration, commitment, program sustainability and oversight function that will result in effective public health interventions.

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What type of leadership behaviors are functional in teams? A meta-analysis

Cited by 862 publications

References 79 publications

Ch-Ch-Ch-changes: How Action Phase Functional Leadership, Team Human Capital, and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

Ch-Ch-Ch-changes: How Action Phase Functional Leadership, Team Human Capital, and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

Shifting Paradigms in Information Flow: An Open Science Framework (OSF) for Knowledge Sharing Teams

Analyzing vulnerability and resilience of Turkey to climate change

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