A historiometric analysis of leadership in mission critical multiteam environments

a r t i c l e i n f o a b s t r a c t Perhaps nowhere are leaders more pivotal than in the extreme contexts of responding to the aftermath of natural disasters or orchestrating post-war stability, support, transition, and reconstruction efforts. In the current study, historiometric methods were employed in order to elucidate the aspects of leadership essential in these extreme contexts. These contexts were chosen for two reasons: (1) they capture the external networking required of many complex organizational tasks and (2) they are mission critical -the outcomes of leadership in these contexts are of great importance. One hundred and ten critical incidents were written describing instances of effective and ineffective interaction within these systems, and 55 of them were classified as primarily describing leadership issues. Critical incidents were then sorted, translated, and retranslated in order to inductively derive a set of leader functions essential for orchestrating effort in mission critical multiteam contexts

A Historiometric Analysis Of Leadership In Mission Critical Multiteam Environments

Perhaps nowhere are leaders more pivotal than in the extreme contexts of responding to the aftermath of natural disasters or orchestrating post-war stability, support, transition, and reconstruction efforts. In the current study, historiometric methods were employed in order to elucidate the aspects of leadership essential in these extreme contexts. These contexts were chosen for two reasons: (1) they capture the external networking required of many complex organizational tasks and (2) they are mission critical - the outcomes of leadership in these contexts are of great importance. One hundred and ten critical incidents were written describing instances of effective and ineffective interaction within these systems, and 55 of them were classified as primarily describing leadership issues. Critical incidents were then sorted, translated, and retranslated in order to inductively derive a set of leader functions essential for orchestrating effort in mission critical multiteam contexts. © 2010 Elsevier Inc

Mental Model Metrics and Team Adaptability: A Multi-Facet Multi-Method Examination

This paper empirically examines the convergent, discriminant, and predictive validity of three team mental model measurement approaches. Specifically, this study measures the similarity (MM-similarity) and quality (MM-quality) facets of team strategy-focused mental models using structural networks, priority rankings, and importance ratings. The convergent and divergent relationships among the three mental model metrics are then examined via a multi-facet multi-method matrix. Finally, the relative utility of each metric for understanding the relationships between team mental models, team adaptability, and decision effectiveness are compared. The study was conducted in a laboratory setting, modeling 56 four-person decision-making teams. Results indicate little convergent and extensive discriminant validity across the three mental model metrics. In addition, only mental models measured using the structural networks metric were found to have predictive validity in relation to team adaptation and performance. The quality and similarity of team structural networks were found to have interactive effects in relation to adaptation such that mental model quality was most strongly related to adaptation for teams with low mental model similarity and unrelated to adaptation for teams with high similarity. In turn, adaptation was critical for team decision effectiveness