Teams have been identified as the vehicle for learning in organizations. However, little is known about the factors that enable teams to learn. From an applied perspective, leadership constitutes a very relevant ingredient. This study is a first step in building up this theory by focusing on the role of shared leadership in team learning. We present data from an exploratory observatory study on...

INTRODUCTION The field of organizational behavior defines leadership as " the ability to influence a group toward the achievement of goals " (Capella, 2005, p. 294). Leadership styles have been well studied and researched. Early leadership studies were developed using traditional, co-located work arrangements in mind. Later studies expanded to include traditional project team environments. In t...

OBJECTIVES To identify the behaviors senior physicians (e.g., specialists, staff attendings) report using to lead multidisciplinary teams in the intensive care unit. DESIGN Semistructured interviews focusing on team leadership, crisis management, and development of an environment that enable effective team performance in the intensive care unit. SETTING Seven general intensive care units ba...

Research teams face complex leadership and coordination challenges. We propose shared authentic leadership (SAL) as a timely approach to addressing these challenges. Drawing from authentic and functional leadership theories, we posit a multiple mediation model that suggests three mechanisms whereby SAL influences team effectiveness: shared mental models (SMM), team trust, and team coordination....

Previous research has revealed the significant impact of shared leadership on team creativity, yet the mechanism underlying this relationship has rarely been investigated. The current research examined how shared leadership influenced team creativity (novelty and usefulness) across 3 studies using both long-term project teams and temporal task teams in the laboratory. The results showed that sh...

PURPOSE The purpose of this paper is to empirically examine how clinical team leadership can facilitate a collaborative team and, in doing so, drive change in a health service. DESIGN/METHODOLOGY/APPROACH Ethnographic field work was conducted with a clinical team, comprised of 13 health professionals, in community health, in Sydney Australia. Utilising semi-structured interviews, data were co...

Interest in the theory and practice of teams in organizations has grown dramatically in recent years as evidenced by studies such as LaFasto and Larson’s (2001) research with over 6,000 team members and leaders. While there have been explorations into what characterizes effective teams, very little has been done to demonstrate what leadership behaviors, both at the organizational level and at t...

Arich body of research in the area of leadership has examined the influence of transformational/charismatic forms of leadership on employees’ motivation, attitudes, and behaviors. This research is based on the assumption that leaders are able to influence followers based on close, sustained, and personalized contact with them. However, new organizational realities are challenging this assumptio...

Purpose – The purpose of this paper is to empirically investigate the mechanism through which empowering leadership of a team leader might influence the team performance in IT service. Design/methodology/approach – The data of 315 individuals collected from 85 different IT projects through online survey is used to empirically test the hypotheses. Findings – The results confirm that team leader0...

Based on role enactment theory, leadership task theory, and emerging notions of leadership as a collective process, this study examined the existence and performance correlates of collective team leadership in state department of transportation road maintenance teams. Confirmatory factor analysis (n=277) supported a hypothesized four-factor model consisting of: planning and organizing, problems...