JUSTICE, TRUST, AND TEAM PERFORMANCE A Comparison of Leader Selection Methods on the Development of Team Trust

Throughout the past few decades, organizations have shifted from a management mandated, top down approach to a more collaborative, team based, horizontal structure (Miles & Snow, 1992). As a result, work teams are on the rise, which has led to an increase in leadership roles within organizations. The relationships between procedural justice and trust in leadership, and trust in leadership and performance are well established in current literature. The former relationship, however, has been analyzed only at the individual level. Given the prevalence of teams in academic and applied settings, it is imperative to understand how this relationship exists, if at all, at the team level. Thus, the aim of this study is to examine and establish the procedural justice, trust in leadership, and team performance relationship at the team level. Additionally, this study indirectly examines the impact of the leader selection process on procedural justice perceptions, and its ensuing influence on trust in leadership and team performance. Data was collected from 252 participants encompassing 60 teams with appointed group leaders engaged in a semester long Strategic Management group project. After removing data from teams with two or fewer individuals responding, the final sample used for analyses included 132 participants encompassing 47 teams. Data collection occurred at two time points during the semester. Time 1 data collection occurred during weeks 9 and 10 of the 16-week semester, and time 2 data collection occurred during weeks 15 and 16. Measures targeting participants’ procedural justice perceptions regarding the leader selection method were collected, as well as participants’ trust in their team leader; these measures were aggregated to the team level. Mediated regression was used to analyze the data. This study hypothesized that trust in leadership would mediate the relationship between procedural justice and team performance, and trust in leadership would lead to increased team performance. Contrary to expectations, however, the aforementioned hypotheses did not receive support. Theoretical and practical implications regarding the findings are detailed further in the discussion section

Does it Take an Expert to Lead Experts? An Empirical Study of Business School Deans

Should knowledge-intensive organizations be led by experts? To explore this, the paper studies the case of the world s leading business schools. It asks the question: are top scholars leading the top schools? A statistically significant correlation is presented. The higher a business school is in a global ranking, the higher the number of life-time citations of the dean. The paper offers a theory to explain this. Interview evidence is also provided

Illuminating and applying “The Dark Side”: Insights from elite team leaders

In contrast to socially desirable behaviors, recent work has suggested that effective elite team leadership also relies on socially undesirable behaviors. Accordingly, this study aimed to further explore the authenticity of dark side leadership behaviors, what they look like, and how they may be best used. Via interviews with 15 leaders, behaviors associated with Machiavellianism/mischievousness, skepticism, social dominance, and performance-focused ruthlessness were found. Moreover, these behaviors were enabled by leaders’ sociopolitical awareness and engineering as well as their adaptive expertise. Findings promote practitioner sensitivity to dark side leadership and, for leader effectiveness, sociopolitical and temporal features of its application

The Influence of Hospitality Leaders’ Relational Transparency on Followers’ Trust and Deviance Behaviors: Mediating Role of Behavioral Integrity

This paper investigates the effect of leader\u27s relational transparency on follower organizational deviance through followers’ perception of leader\u27s behavioral integrity and their trust in leader. Multi-level modeling results from a multisource survey-based field-study with 24 hospitality student project teams (N = 149) show that behavioral integrity mediates the relationship between leader\u27s relational transparency and follower\u27s trust in leader. Furthermore, multi-level path analysis suggests that leader\u27s relational transparency, a team-level construct, exerts a cross-level effect on follower\u27s organizational deviance through the mediating roles of behavioral integrity and follower\u27s trust in leader. The study has yielded theoretical and practical implications that are useful for hospitality leaders. © 201

Culture change in a professional sports team: Shaping environmental contexts and regulating power

Although high performing cultures are crucial for the enduring success of professional sport performance teams, theoretical and practical understanding of how they are established and sustained is lacking. To develop knowledge in this area, a case study was undertaken to examine the key mechanisms and processes of a successful culture change programme at English Rugby Union’s Leeds Carnegie. Exploring the change process from a 360 degree perspective, semi-structured interviews were conducted with team management, one specialist coach, six players, and the CEO. Analysed and explained through decentred theory, results revealed that culture change was effectively facilitated by team management: a) subtly and covertly shaping the physical, structural, and psychosocial context in which support staff and players made performance-impacting choices, and b) regulating the ‘to and fro’ of power which characterises professional sport performance teams. Decentred theory is also supported as an effective framework for culture change study

An analysis of core-competences of successful multinational team leaders

Copyright @ 2010 The Authors. This is the author's accepted manuscript. The final published article is available from the link below.Researchers have endeavoured to understand the factors that enable effective functioning of multinational teams (MNTs) but with few exceptions they have ignored studying the competences of MNT leaders. In this paper we present those competences leaders must possess in order to effectively lead MNTs. Our findings are based on 70 problem-centred interviews with MNT leaders and members from five multinational corporations. The competences our interviewees mentioned most frequently for effective leadership were knowledge management and transfer. Results further indicated that a leader must be cross-culturally competent and multilingual in order to motivate MNT members to fully explore, exploit and transfer valuable knowledge within the team and beyond

Identifying and Encouraging Leadership Potential: Assessment Technology and the Library Profession

published or submitted for publicatio

Effective Virtual Teams for New Product Development

At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams