The effects of charismatic leadership on team processes

PurposeThe purpose of this paper is to investigate the effects of the charismatic dimension of transformational leadership on team processes and innovative outcomes in research and development (R&D) teams.Design/methodology/approachData are collected by surveying 34 teams that totalled 178 participants. Surveys measured charismatic leadership style, team identity, cooperative strategies and team innovation.FindingsResults reveal the importance of managers assuming a charismatic style of leadership to encourage innovation. Charismatic leaders promote team innovation by supporting a sense of team identity and commitment, and encourage team members to cooperate through the expression of ideas and participation in decisions.Research limitations/implicationsThe study is conducted in a single R&D organization and future research should explore the influence of these factors in other settings. The measures of team innovation are based on the perceptions of the team members, and future research needs to include a wider variety of data sources over time.Practical implicationsSuccessful team leaders who employ a more charismatic style facilitate more cooperative interactions in teams. Teams with a strong team identity combined with the exercise of cooperative behaviours are more innovative.Originality/valueThe preliminary model tested enhances the understanding of the importance of the leaders in influencing team processes and innovation. Leaders who are more transformational in style influence followers by affecting their sense of identity. This sense of identity influences how well teams adopt and follow more cooperative strategies to resolve issues and to make decisions. In turn, the model shows how these factors influence team innovation.

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Perceived Mutual Understanding (PMU)

European Journal of Psychological Assessment ◽

10.1027/1015-5759/a000360 ◽

2019 ◽

Vol 35 (1) ◽

pp. 98-108 ◽

Cited By ~ 1

Author(s):

Michael J. Burtscher ◽

Jeannette Oostlander

Keyword(s):

Mutual Understanding ◽

Team Cognition ◽

Internal Reliability ◽

Confirmatory Factor Analyses ◽

Team Processes ◽

One Dimensional ◽

Item Parameters ◽

Three Samples ◽

Confirmatory Factor ◽

The Individual

Abstract. Team cognition plays an important role in predicting team processes and outcomes. Thus far, research has focused on structured cognition while paying little attention to perceptual cognition. The lack of research on perceptual team cognition can be attributed to the absence of an appropriate measure. To address this gap, we introduce the construct of perceived mutual understanding (PMU) as a type of perceptual team cognition and describe the development of a respective measure – the PMU-scale. Based on three samples from different team settings ( NTotal = 566), our findings show that the scale has good psychometric properties – both at the individual as well as at the team-level. Item parameters were improved during a multistage process. Exploratory as well as confirmatory factor analyses indicate that PMU is a one-dimensional construct. The scale demonstrates sufficient internal reliability. Correlational analyses provide initial proof of construct validity. Finally, common indicators for inter-rater reliability and inter-rater agreement suggest that treating PMU as a team-level construct is justified. The PMU-scale represents a convenient and versatile measure that will potentially foster empirical research on perceptual team cognition and thereby contribute to the advancement of team cognition research in general.

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Capturing the Four-Phase Team Adaptation Process With Behaviorally Anchored Rating Scales (BARS)

European Journal of Psychological Assessment ◽

10.1027/1015-5759/a000503 ◽

2020 ◽

Vol 36 (2) ◽

pp. 336-347

Author(s):

Eleni Georganta ◽

Felix C. Brodbeck

Keyword(s):

Rating Scales ◽

Empirical Support ◽

Team Development ◽

Adaptation Process ◽

Adaptation Studies ◽

Team Processes ◽

Team Adaptation ◽

The Common ◽

Acceptable Reliability ◽

Adaptation Phase

Abstract. As a response to the lack of quantitative and reliable measures of the team adaptation process, the aim of the present study was to develop and validate an instrument for assessing the four phases of the team adaptation process as described by Rosen and colleagues (2011) . Two trained raters and two subject matter expert groups contributed to the development of four behaviorally anchored rating scales (BARS) that span across the spectrum of team processes involved in each team adaptation phase. To validate the four BARS, two different trained raters assessed independently the team adaptation phases of 66 four-person teams. The validation study provided empirical support for the BARS’ psychometric adequacy. The BARS measures overcame the common middle anchor problem, showed sensitivity in differentiating between teams and between the four phases, showed evidence for acceptable reliability, construct, and criterion validity, and supported the theoretical team adaptation process assumptions. The study contributes to research and praxis by enabling the direct assessment of the overall team adaptation process, thereby facilitating our understanding of this complex phenomenon. This allows the identification of behavioral strengths and weaknesses for targeted team development and comprehensive team adaptation studies.

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