LEADERSHIP EMERGENCE IN AUTONOMOUS WORK TEAMS: ANTECEDENTS AND OUTCOMES Journal Articles

abstract

• The aim of this study was to investigate (a) personality attributes and cognitive ability (g) as determinants of leadership emergence in teams, and (b) the impact of leadership that can emerge from the team leader (operationalized as the team member with the highest leadership score) and other team members (staff) on team performance. Autonomous work team members who had been working together for 13 weeks were studied. Participants were 480 undergraduates in 94 initially leaderless teams of 5 or 6. We found that leadership emergence was associated most strongly with g, followed by conscientiousness, extraversion, and emotional stability. Teams performed best when both the team leader and staff were high in leadership. Furthermore, an effective team leader does not ameliorate the negative affects of a staff low in leadership.

authors

• Hackett, Rick
• TAGGAR, SIMON
• HACKEW, RICK
• SAHA, SUDHIR

status

• published 

publication date

• December 1999

has subject area

• 1503 Business and Management (FoR)
• 1701 Psychology (FoR)
• Business & Management (Science Metrix)

published in

• Personnel Psychology  Journal

keywords

• 5 PERSONALITY DIMENSIONS
• ABILITY
• BEHAVIOR
• Business & Economics
• DECISION-MAKING
• INTERRATER RELIABILITY
• JOB-PERFORMANCE
• MANAGEMENT
• MEMBER EXCHANGE
• Management
• Psychology
• Psychology, Applied
• RANGE RESTRICTION
• Social Sciences
• VALIDITY

Digital Object Identifier (DOI)

• 10.1111/j.1744-6570.1999.tb00184.x

start page

• 899

end page

• 926

volume

• 52

issue

• 4