Does it matter how I behave before I step into the leader role? Intrapersonal behavioral shift in temporary leadership role transition and its effect on perceived leadership effectiveness

被引:0
作者
Ibar, Daria Naieli Hernandez [1 ]
Topakas, Anna [1 ]
Farley, Samuel [1 ]
Dawson, Jeremy [1 ]
机构
[1] Univ Sheffield, Management Sch, Sheffield S10 1FL, England
关键词
Leader behavior; Polynomial regression; Leadership effectiveness; Behavioral shift; Leadership role transition; TEAM PERFORMANCE; INITIATING STRUCTURE; GUIDED REFLEXIVITY; GENDER; SUCCESSION; METAANALYSIS; CONSISTENCY; INTEGRATION; INNOVATION; FORGOTTEN;
D O I
10.1016/j.leaqua.2024.101844
中图分类号
B849 [应用心理学];
学科分类号
040203 ;
摘要
Although leader behavioral adaptability is generally considered a strength, there may be situations where large abrupt changes in behavior diminish perceptions of leadership effectiveness. We argue that in teams with rotating leadership, within-person behavioral shift in relationship- and task-oriented behaviors when transitioning from a nonleader to a leader role will negatively influence follower perceptions of leadership effectiveness. We also contend that this effect is stronger when teams receive behavior-focused training, and are thus more attuned to others' behaviors. To test our hypotheses, we conducted a randomized controlled intervention study with 183 student teams. Results from multilevel polynomial regression analysis on the overall sample showed that a substantial shift in relationship-oriented behaviors negatively affected perceived leadership effectiveness, while the corresponding effect for task-oriented behaviors was not significant. While the predicted pattern of relationships was not found in the two subgroups, in control group teams an increase in task-oriented, or a decrease in relationship-oriented behaviors, by leaders following role transition was generally viewed positively, which was not the case for intervention teams. Implications of these findings for research, theory and practice are discussed.
引用
收藏
页数:13
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