Journal
JOURNAL OF APPLIED PSYCHOLOGY
Volume 90, Issue 6, Pages 1288-1296Publisher
AMER PSYCHOLOGICAL ASSOC/EDUCATIONAL PUBLISHING FOUNDATION
DOI: 10.1037/0021-9010.90.6.1288
Keywords
contingent leadership; leader adaptability; team leadership; high-velocity environment; team effectiveness
Categories
Ask authors/readers for more resources
This research investigated leadership and effectiveness of teams operating in a high-velocity environment, specifically trauma resuscitation teams. On the basis of the literature and their own ethnographic work, the authors proposed and tested a contingency model in which the influence of leadership on team effectiveness during trauma resuscitation differs according to the situation. Results indicated that empowering leadership was more effective when trauma severity was low and when team experience was high. Directive leadership was more effective when trauma severity was high or when the team was inexperienced. Findings also suggested that an empowering leader provided more learning opportunities than did a directive leader. The major contribution of this article is the linkage of leadership to team effectiveness, as moderated by relatively specific situational contingencies.
Authors
I am an author on this paper
Click your name to claim this paper and add it to your profile.
Reviews
Recommended
No Data Available