Advancing the Transformational–Transactional Model of Effective Leadership: Integrating two Classic Leadership Models with a Video-Based Method

The presented empirical study demonstrates that the predictive validity of Bass' “transformational-transactional” model of leadership can be enhanced by incorporating certain aspects of the older Ohio State “initiating structure-consideration” model of leadership. A precise, fine-grained video-based method shows that “initiating structure” behaviors (e.g., directing, informing, structuring) explained the variance in leader and team effectiveness better than “transactional behavior.” Thus, a refined version of Bass' augmentation thesis is supported: initiating structure behaviors (and not transactional behaviors, as originally posed) plus transformational leader behaviors are associated with high leader effectiveness. Another moderation effect of transformational leadership is established: between management-by-exception active and team effectiveness. The resulting expanded version of the transformational–transactional model calls for further video-based research of effective (team) leadership behaviors

A Complex Adaptive Systems Approach to Real-Life Team Interaction Patterns, Task Context, Information Sharing, and Effectiveness

Interaction dynamics are considered to be key characteristics of complex adaptive systems (CAS). Taking a CAS approach, this study examines how three team interaction patterns affect team effectiveness. Specifically, we analyze recurring, heterogeneous, and participative patterns of team interaction in routine and nonroutine team-task contexts. Fine-grained coding of video-based footage plus nonlinear dynamical systems (NDS) statistics are used to identify the interaction patterns in a sample of 96 real-life teams, comprising 1,395 team members. We establish that recurring patterns of team interaction reduce perceived team information sharing and, in turn, team effectiveness and that these harmful effects are more pronounced in teams doing nonroutine work than in those engaged in routine work. Participative team interaction was found to be positively related to a high level of perceived team information sharing and effectiveness. Heterogeneous team interaction was not associated with perceived team information sharing and effectiveness. Post hoc analyses, in which the behavioral content of the interaction patterns of the 15 most effective and least effective teams is compared, revealed primarily task-directed patterns in the most effective teams. We offer practical recommendations for team development and call for more CAS research on the communicative behaviors within teams of knowledge workers

Physiological arousal variability accompanying relations-oriented behaviors of effective leaders: Triangulating skin conductance, video-based behavior coding and perceived effectiveness

With the aim of extending the healthy physiological variability thesis to Leadership Studies, we examined the hypothesized links among leaders' within-person variability in physiological arousal, their task- and relations-oriented behaviors and their overall effectiveness. During regularly-held staff meetings, wristband skin sensors and video cameras captured synchronized physiological and fine-grained behavioral data of 36 leaders within one organization. Perceived leader effectiveness ratings were obtained from their followers. Multi-level log-linear analyses showed no elevated levels of arousal during the task-oriented behaviors of both the highly effective and the less effective leaders. The highly effective leaders showed a significantly greater likelihood of high levels of physiological arousal during positive and negative relations-oriented behaviors. We thus report a physiological correlate of relations-oriented leader behavior; especially among the most effective leaders, higher levels of arousal co-occurred with their positive and negative relations-oriented behavior in the meetings. Having used two high-resolution methods to advance insights about effective organizational leadership, this field study illuminates the importance of capturing the co-occurrence of within-person variability in leaders' bodily responses and their precisely measured behaviors over time in a functional social setting at work

The Impact of Individualized Interaction on the Quality of Life of Elderly Dependent on Care as a Result of Dementia: A Study with a Pre-Post Design

The aim was to assess the impact of a one-to-one 30-min individualized interaction per day on the behavior and quality of life of care-dependent residents with dementia. Methods: In a pre-/post-test study, 15 care-dependent residents with dementia (mean age 88.8 years, 86.7% women) were included. Resident behavior was measured using video observation and quality of life using Qualidem. Health care professionals (n = 13) and direct relatives (n = 4) were interviewed about the effect of the intervention. The effect of the intervention was analyzed using the Friedman analysis of variance. Results: The video observation showed that maintaining eye contact, touching, responding to speaking, tracking observable stimuli and asking questions about the activity significantly increased during the intervention. These findings were supported by interviews with nurses who described experiences of making human-to-human contact with the residents. No significant overall changes were found in quality of life. These findings were partially supported by interviews with health care professionals and relatives as some perceived effects beyond the 30-min intervention. Conclusions: Interaction offered on a one-to-one basis tailored to individual preferences significantly improved positive interactive behavior of care-dependent residents with dementia during the intervention. Surveys revealed no significant overall effect of the intervention. The interviews indicated there might be effects beyond the intervention for some residents

Effective leader behaviors in regularly held staff meetings: Surveyed vs. Videotaped and Video-Coded Observations

In this chapter, we report on two studies that took an exploratory behavioral approach to leaders in regular staff meetings. The goal of both studies, which used a still rarely deployed observation method, was to identify effective behavioral repertoires of leaders in staff meetings; we specifically examined how video-observed instances of effective leader behavior differ from group members' perceptions of effective leader behavior. One study found that members attribute more relation-oriented and fewer task-oriented behaviors to an effective leader while their actual behavioral repertoire is predominantly made up of task-oriented behaviors. Study 2 explored whether followers' ratings of a transformational leadership style can be explained by the coded leader behaviors actually shown in the meetings. We found that this perceived style was significantly explained by both “individualized consideration” and (task-oriented) “delegating” leader behavior. In the discussion we reflect on the findings of both studies and sketch some practical implications. A number of conclusions further aim to contribute to the productivity of meetings in work-unit settings