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Leadership and trust: Their effect on knowledge sharing and team performance.

August 6, 2012 Leave a comment

Lee, P., Gillespie, N., Mann, L., & Wearing, A. (2010). Leadership and trust: Their effect on knowledge sharing and team performance. Management Learning , 41(4), 473-491. doi: 10.1177/1350507610362036

 

Abstract:

Team leaders who facilitate knowledge sharing and engender trust contribute to team effectiveness. While the separate effects of leadership, trust and knowledge sharing on team performance are well documented, few scholars have investigated the specific links between these factors. This study examines the relationship between the leader as the knowledge builder, trust in the leader and in the team, knowledge sharing and team performance. Surveys were collected from 34 engineering project teams (n=166 team members, 30 team leaders) and 18 managers in a large automotive organization. The results indicate that by building the team’s expertise, leaders enhance team members’ willingness to rely on and disclose information in the team, which in turn increases team knowledge sharing. Team knowledge sharing significantly predicted leaders’ and managers’ ratings of team performance. The theoretical and practical implications of the findings are discussed.

 

Keywords:

knowledge sharing, leadership, teams, trust

 

http://mlq.sagepub.com/content/41/4/473.short

 

 

 

Categories: Leadership, Trust

Team leadership

September 27, 2011 Leave a comment

Stephen J Zaccaro, Andrea L Rittman, Michelle A Marks

Available online 15 February 2002.
a Psychology Department, George Mason University, 3064 David T. Langehall, 4400 University Drive, Fairfax, VA 22030-4444, USA

Abstract

Despite the ubiquity of leadership influences on organizational team performance and the large literatures on leadership and team/group dynamics, we know surprisingly little about how leaders create and handle effective teams. In this article, we focus on leader–team dynamics through the lens of “functional leadership.” This approach essentially asserts that the leader’s main job is to do, or get done, whatever functions are not being handled adequately in terms of group needs. We explicate this functional leadership approach in terms of 4 superordinate and 13 subordinate leadership dimensions and relate these to team effectiveness and a range of team processes. We also develop a number of guiding propositions. A key point in considering such relationships is the reciprocal influence, whereby both leadership and team processes influence each other.

 

Categories: Leadership

Situational leadership and persons with disabilities.

September 27, 2011 Leave a comment

Situational leadership and persons with disabilities.

Cubero, Christopher G.1 CGC0316@ecu.edu
Source:Work; 2007, Vol. 29 Issue 4, p351-356, 6p.

Document Type:Article.

Subject Terms:*LEADERSHIP
*EMPLOYEES
*ORGANIZATION
*MANAGEMENT
*STRATEGIC planning
DISABILITIES.

Abstract:Does situational leadership style impact workers with disabilities? Situational leadership as a model and style of organizational management is defined. With a concentration on workers with disabilities, employer and employee perceptions of the workplace environment are analyzed as a contributing factor to the choice of leadership styles. Leadership style and its potential impact on workers with disabilities are included. Advantages of situational leadership style as an organizational model for managers that matches the intricate needs of workers with disabilities are argued. Methods for increasing awareness of the needs of persons with disabilities in the workplace and improving leadership models are discussed. Implications and potential outcomes for workers with disabilities based on the use of situational leadership by managers are discussed.

Categories: Leadership

The Social Construction of Leadership: A Sailing Guide

August 6, 2011 Leave a comment

The Social Construction of Leadership: A Sailing Guide

Management Communication Quarterly
May 2010 vol. 24 no. 2 171-210

Gail T. Fairhurst
David Grant

Abstract

A growing body of literature now exists concerning the social construction of leadership. This literature draws on a variety of definitions of social constructionism, multiple constructs, and an array of perspectives, approaches, and methods. To identify and understand the differences among them, this article provides a sailing guide, comprising four key dimensions, to the social construction of leadership. It applies the guide to the social constructionist leadership literature, including the articles in this special issue. It then discusses how the guide can act as a reflexive tool when various choice points are revealed and a means by which to chart future paths for social constructionist leadership research.

Categories: Leadership

Discursive Leadership: A Communication Alternative to Leadership Psychology

July 22, 2011 Leave a comment

Discursive Leadership: A Communication Alternative to Leadership Psychology

Management Communication Quarterly
March 19, 2008

Gail T. Fairhurst

Abstract

Historically, leadership psychology has dominated the study of leadership. However, with growing attention to leadership discourse, communication, and relational stances, “discursive leadership” is emerging as a clear communication alternative to leadership psychology’s cognitive emphasis. This article previews Fairhurst’s new book, Discursive Leadership: In Conversation with Leadership Psychology, by examining the arguments and research that lend power to a discursive view of leadership.

Categories: Leadership

When team members’ values differ: The moderating role of team leadership

July 12, 2011 Leave a comment

When team members’ values differ: The moderating role of team leadership

Organizational Behavior and Human Decision Processes

Volume 114, Issue 1, January 2011, Pages 25-36

Katherine J. Klein, Andrew P. Knight, Jonathan C. Ziegert, Beng Chong Lim and Jessica L. Saltz

Integrating theory and research on values, diversity, situational strength, and team leadership, we proposed that team leadership moderates the effects of values diversity on team conflict. In a longitudinal survey study of national service teams, we found significant, but opposite, moderating effects of task-focused and person-focused leadership. As predicted, task-focused leadership attenuated the diversity–conflict relationship, while person-focused leadership exacerbated the diversity–conflict relationship. More specifically, task-focused leadership decreased the relationship between work ethic diversity and team conflict. Person-focused leadership increased the relationship between traditionalism diversity and team conflict. Team conflict mediated the effects of the interactions of leadership and values diversity on team effectiveness.

Keywords: Values; Diversity; Leadership; Teams; Conflict

Categories: Ethics, Leadership

The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest.

The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest.

Journal of Personality and Social Psychology,
Vol 99(3), Sep 2010, 482-497. doi: 10.1037/a0018559

Maner, Jon K.; Mead, Nicole L.

Abstract

Throughout human history, leaders have been responsible for helping groups attain important goals. Ideally, leaders use their power to steer groups toward desired outcomes. However, leaders can also use their power in the service of self-interest rather than effective leadership. Five experiments identified factors within both the person and the social context that determine whether leaders wield their power to promote group goals versus self-interest. In most cases, leaders behaved in a manner consistent with group goals. However, when their power was tenuous due to instability within the hierarchy, leaders high (but not low) in dominance motivation prioritized their own power over group goals: They withheld valuable information from the group, excluded a highly skilled group member, and prevented a proficient group member from having any influence over a group task. These self-interested actions were eliminated when the group was competing against a rival outgroup. Findings provide important insight into factors that influence the way leaders navigate the essential tension between leadership and power.

Categories: Leadership