Chapter 2 The impact of emergent leader's emotionally competent behavior on team trust, communication, engagement, and effectiveness

The purpose of this paper is to help clarify the actions of effective emergent leaders in self-managing work teams (SMWTs). Multiple methods were used to test hypotheses that leader's behaviors consistent with the development of emotionally competent team norms (interpersonal understanding, caring behavior, creating an optimistic environment, and proactive problem solving) would be more strongly linked to team trust, open communication, personal task engagement, and team effectiveness than traditional task-focused leader's behaviors (directive statements, using questions). Most hypotheses were supported. Directive leader's behaviors were for the most part negatively associated with team trust, open communication, and personal task engagement. It is argued that in SMWTs that have a history and a future together, emergent leaders who engage in behaviors that build emotional competence in the team are more likely to create team effectiveness than emergent leaders focused on directing team members.

[1]  L. Tetrick.  The Motivating Potential of Leader Behaviors: A Comparison of Two Models1 , 1989 .

[2]  H. Klein,et al.  Emergent Leadership in the Group Goal-Setting Process , 1995 .

[3]  Vanessa Urch Druskat,et al.  Emotional intelligence as the basis of leadership emergence in self-managing teams ☆ , 2002 .

[4]  R. Wageman.  How Leaders Foster Self-Managing Team Effectiveness: Design Choices Versus Hands-on Coaching , 2001 .

[5]  Elizabeth C. Ravlin,et al.  The Design and Activation of Self-Regulating Work Groups , 1987 .

[6]  R. Ryan,et al.  Control and information in the intrapersonal sphere: An extension of cognitive evaluation theory. , 1982 .

[7]  D. Hofmann,et al.  The Structure and Function of Collective Constructs: Implications for Multilevel Research and Theory Development , 1999 .

[8]  S. G. Cohen,et al.  What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite , 1997 .

[9]  Frances J. Milliken,et al.  Organizational Silence: A Barrier to Change and Development in a Pluralistic World , 2000 .

[10]  Roseanne J. Foti,et al.  A pattern approach to the study of leader emergence , 1998 .

[11]  J. C. Flanagan.  Psychological Bulletin THE CRITICAL INCIDENT TECHNIQUE , 2022 .

[12]  J. Darley,et al.  Expectancy confirmation processes arising in the social interaction sequence. , 1980 .

[13]  H. P. Sims,et al.  Leading Workers to Lead Themselves: The External Leadership of Self-Managing Work Teams. , 1987 .

[14]  Gerald E. Ledford,et al.  A HIERARCHICAL CONSTRUCT OF SELF‐MANAGEMENT LEADERSHIP AND ITS RELATIONSHIP TO QUALITY OF WORK LIFE AND PERCEIVED WORK GROUP EFFECTIVENESS , 1997 .

[15]  L. James,et al.  Estimating within-group interrater reliability with and without response bias. , 1984 .

[16]  William A. Kahn.  Psychological Conditions of Personal Engagement and Disengagement at Work , 1990 .

[17]  L. Offermann,et al.  Power and leadership in organizations: Relationships in transition. , 1990 .

[18]  H. P. Sims,et al.  Searching for the “Unleader”: Organizational Member Views on Leading Self-Managed Groups , 1984 .

[19]  J. Fleiss,et al.  Intraclass correlations: uses in assessing rater reliability. , 1979, Psychological bulletin.

[20]  Gina J. Medsker,et al.  RELATIONS BETWEEN WORK GROUP CHARACTERISTICS AND EFFECTIVENESS: IMPLICATIONS FOR DESIGNING EFFECTIVE WORK GROUPS , 1993 .

[21]  P. Burke.  Task and social-emotional leadership role performance. , 1971, Sociometry.

[22]  R. Walton,et al.  Work Innovations at Topeka: After Six Years , 1977 .

[23]  J. Cook,et al.  New work attitude measures of trust, organizational commitment and personal need non‐fulfilment , 1980 .

[24]  Jane V. Wheeler,et al.  Managing from the boundary: The effective leadership of self-managing work teams , 2003 .

[25]  S. Taggar,et al.  Leadership emergence in autonomous work teams: Antecedents and outcomes. , 1999 .

[26]  K. Dirks.  The effects of interpersonal trust on work group performance. , 1999, The Journal of applied psychology.

[27]  Sigal G. Barsade,et al.  Mood and Emotions in Small Groups and Work Teams , 2001 .

[28]  S. Ghoshal,et al.  Social Capital, Intellectual Capital, and the Organizational Advantage , 1998 .

[29]  Edwin A. Locke,et al.  Direct and indirect effects of three core charismatic leadership components on performance and attitudes. , 1996 .

[30]  C. Gibson.  Do they do what they Believe they can? Group Efficacy and Group Effectiveness Across Tasks and Cultures , 1999 .

[31]  Mitchell J. Neubert,et al.  Too Much of a Good Thing or the more the Merrier? , 1999 .

[32]  Richard A. Guzzo,et al.  Teams in organizations: recent research on performance and effectiveness. , 1996, Annual review of psychology.

[33]  Quy Nguyen Huy,et al.  Emotional Capability, Emotional Intelligence, and Radical Change , 1999 .

[34]  M. Popper,et al.  Correlates of Charismatic Leader Behavior in Military Units: Subordinates' Attitudes, Unit Characteristics, And Superiors' Appraisals of Leader Performance , 1998 .

[35]  A. Edmondson.  Psychological Safety and Learning Behavior in Work Teams , 1999 .

[36]  S. Wheelan,et al.  The Role of Informal Member Leaders in a System Containing Formal Leaders , 1996 .

[37]  Paul R. Yost,et al.  Potency in groups: articulating a construct. , 1993, The British journal of social psychology.

[38]  L. V. Dyne,et al.  Predicting voice behavior in work groups. , 1998 .

[39]  Daniel J. Brass,et al.  Efficacy-Performing Spirals: A Multilevel Perspective , 1995 .

[40]  Amy E. Randel,et al.  Understanding Group Efficacy , 2000 .

[41]  A. Pescosolido,et al.  Informal Leaders and the Development of Group Efficacy , 2001 .

[42]  T. Heller,et al.  An Empirical Analysis of the Correlations Between Leadership Status and Participation Rates Reported in the Literature , 1979 .

[43]  E. Sundstrom,et al.  Work teams: Applications and effectiveness. , 1990 .

[44]  Bradley L. Kirkman,et al.  Beyond Self-Management: Antecedents and Consequences of Team Empowerment , 1999 .

[45]  R. Lord.  Functional leadership behavior: Measurement and relation to social power and leadership perceptions. , 1977 .

[46]  A. Pescosolido.  Emergent leaders as managers of group emotion , 2002 .