Führung gilt als zentraler Einflussfaktor auf den Erfolg von Organisationen und Arbeitsgruppen. Im Gegensatz zu formalen Führungskräften, welche sich meistens in einer hierarchisch höhergestellten Leitungsposition innerhalb der Organisation befinden und meist von der Organisation mit einem gewissen Maß an Macht oder Autorität ausgestattet sind, entwickelt sich die informelle Führung durch das Verhalten der Teammitglieder untereinander und manifestiert sich in der interpersonalen Wahrnehmung. Informelle Führungsstrukturen haben Auswirkungen auf die Leistung von und Zufriedenheit in Teams. Damit jedoch Organisationen und Arbeitsgruppen von informellen Führungsstrukturen profitieren können, sind wissenschaftliche Erkenntnisse zu den genauen Antezedenzien, Wirkmechanismen und Bedingungen ihrer Entwicklung unabdingbar. Trotz der umfangreichen empirischen Evidenz zu den Antezedenzien und Auswirkungen informeller Führung, sind grundlegende Fragen zu den interpersonellen und intrapersonalen Prozessen noch unbeantwortet.
Diese Dissertation leistet einen Beitrag zur informellen Führungsforschung durch die Analyse dynamischer Zusammenhänge objektiven, sowie subjektiv wahrgenommenen Verhaltens und der Wahrnehmung von Führung in Arbeitsgruppen. Die Kapitel der Dissertation stützen sich dabei auf drei zentrale theoretische Ansätze: Evolutionäre Führungstheorie, Theorien zur geteilten Führung, sowie Informationsverarbeitungstheorie.
Das erste Kernkapitel der Dissertation stellt eine Integration und Synthese relevanter theoretischer Ansätze zu Verhalten und Führung in Arbeitsgruppen dar. Das zweite Kernkapitel befasst der Rolle kognitiver Schemata in der individuellen Wahrnehmung der informellen Führungsstruktur und der eigenen interpersonalen Kommunikation.:List of Tables 4
List of Figures 5
Abstract 6
Zusammenfassung 9
1. Introduction 13
1.1. Relevance 13
1.2. Research Objectives 15
1.3. Dissertation Structure 17
2. Core Constructs and Conceptual Clarifications 18
3. Theoretical Framework 19
3.1. Evolutionary Leadership Theory 20
3.2. Shared Leadership Theory 22
3.3. Information Processing Theories 23
4. Methodological Framework 28
4.1. Social Network Analysis 28
4.2. Temporal Dynamics of Social Networks 31
5. Status Quo of Research 33
5.1. Antecedents of Informal Leadership in Teams 34
5.1.1. Antecedents of team-level informal leadership structures 34
5.1.2. Individual (ego)-level predictors of informal leadership perceptions 35
5.1.3. Dyadic-level antecedents of informal leadership perceptions 36
5.2. Observable Behavior and Informal Leadership Perceptions 37
5.3. Longitudinal Developments: Stability and Change of Informal Leadership Perceptions 39
6. Overview of the Research Program 41
7. Observing Leadership as Behavior– An Evolutionary Approach to Theory and Research on Team-Level Leadership Structures 44
7.1. Introduction 46
7.2. Shared Leadership in Teams: The Role of Interpersonal Behavior 48
7.3. Propositions 52
7.4. Leadership Assessment in Ethology 57
7.5. Leadership as Dyadic Ties: Implications for the Assessment of Behavior-based Networks 59
7.5.1. Behavior directions 60
7.5.2. Interpersonal behavior sequences 63
7.5.3. Compiling dyadic behavior to the group level 66
7.6. Discussion 67
7.6.1. Theoretical implications 67
7.6.2. Methodological implications 69
7.6.4. Practical implications 70
7.6.5. Limitations and outlook 71
8. Perceiving Leadership in Teams: The Effects of Cognitive Schemas and Perceived Communication 73
8.1. Introduction 75
8.2. Individual Perceptions of Leadership in Team 77
8.3. Individual Differences and Perceptions of Leadership in Teams 79
8.4. Leadership Structure Schemas 80
8.5. The Mediating Role of Perceived Communication 82
8.6. The Moderating Role of Affective Motivation to Lead 84
8.7. Overall Model 87
8.8. Method 88
8.8.1. Sample 89
8.8.2. Measures 89
8.9. Results 92
8.9.1. Descriptive analysis 92
8.9.2. Analytical approac 93
8.9.3. Hypotheses testing 95
8.10. Discussion 100
8.10.1. Implications for research 101
8.10.2. Practical implications 104
8.10.3. Limitations 105
9. Adapting Leadership Perceptions across Tasks: Micro-Origins of Informal Leadership Transitions 106
9.1. Introduction 108
9.2. Informal Leadership in Teams 110
9.3. Stability and Change of Informal Leadership Perceptions 113
9.4. How do Leadership Perceptions Change? Social Interactions as Micro-Processes 114
9.5. When do Leadership Perceptions Change? The Role Perceived Shifts in Competence Allocation 117
9.6. Methods 121
9.6.1. Overview and sample 121
9.6.2. Baseline assessment (T0) 122
9.6.3. Laboratory measurement (T1) 122
9.7. Results 127
9.7.1. Descriptive analyses 127
9.7.2 Analytical approach 129
9.7.3. Tests of hypotheses 131
9.8. Discussion 134
9.8.1. Implications for informal leadership research 135
9.8.2. Limitations 139
9.8.3. Practical implications 141
9.8.4. Conclusions 142
10. General Discussion 143
10.1. Summary of Conceptual Propositions 143
10.2. Summary of the Empirical Findings 143
10.3. Integration and Theoretical Implications 145
10.3.1. Observable behavior versus perceived behavior 145
10.3.2. The nature and content of cognitive schemas 147
10.3.3. When and why leadership perceptions change 150
10.4. Practical Implications 151
10.5. Limitations 154
10.6. Future Research 155
10.7. Conclusion 156
11. References 159
12. Acknowledgements 181
13. Curriculum Vitae 183
14. Declaration 187 / Leadership is a central factor of influence for team and organizational success. Whereas formal leadership features the occupation of management positions within the organizational hierarchy, often accompanied by a certain degree of power and authority, informal leadership develops naturally through team members’ behavior and manifests in their interpersonal perceptions. Informal leadership structures of teams have an impact on their performance and satisfaction. However, for organizations and teams to benefit from informal leadership, insights to the antecedents, mechanisms, and moderators for the development are indispensable. Although a considerable amount of research attends to the antecedents and effects of informal leadership, fundamental questions regarding the interpersonal and intrapersonal processes are yet unanswered.
This dissertation contributes to informal leadership research by providing analyses of the dynamic associations between behavior, perceived behavior, and leadership perceptions in work groups. The chapters therefore refer to three central theoretical approaches: Evolutionary Leadership Theory, Shared Leadership Theory, and theory on information processing.
The first main chapter of the dissertation provides an integration and synthesis of the relevant theoretical approaches to behavior and leadership in teams. The second main chapter attends to the relevance of cognitive schemas in the individual perception of both the informal leadership structure and the own interpersonal communication. The third main chapter puts an additional focus on the dynamics of leadership perceptions on the level of dyadic relations.
The theoretical propositions and empirical findings of this dissertation provide important first steps towards the fine-grained and multi-level analysis of the intra- and interindividual processes of the development and change of informal leadership perceptions in work teams, and the integration of future and past evidence in the overarching context of the meaning of leadership structures for group performance.:List of Tables 4
List of Figures 5
Abstract 6
Zusammenfassung 9
1. Introduction 13
1.1. Relevance 13
1.2. Research Objectives 15
1.3. Dissertation Structure 17
2. Core Constructs and Conceptual Clarifications 18
3. Theoretical Framework 19
3.1. Evolutionary Leadership Theory 20
3.2. Shared Leadership Theory 22
3.3. Information Processing Theories 23
4. Methodological Framework 28
4.1. Social Network Analysis 28
4.2. Temporal Dynamics of Social Networks 31
5. Status Quo of Research 33
5.1. Antecedents of Informal Leadership in Teams 34
5.1.1. Antecedents of team-level informal leadership structures 34
5.1.2. Individual (ego)-level predictors of informal leadership perceptions 35
5.1.3. Dyadic-level antecedents of informal leadership perceptions 36
5.2. Observable Behavior and Informal Leadership Perceptions 37
5.3. Longitudinal Developments: Stability and Change of Informal Leadership Perceptions 39
6. Overview of the Research Program 41
7. Observing Leadership as Behavior– An Evolutionary Approach to Theory and Research on Team-Level Leadership Structures 44
7.1. Introduction 46
7.2. Shared Leadership in Teams: The Role of Interpersonal Behavior 48
7.3. Propositions 52
7.4. Leadership Assessment in Ethology 57
7.5. Leadership as Dyadic Ties: Implications for the Assessment of Behavior-based Networks 59
7.5.1. Behavior directions 60
7.5.2. Interpersonal behavior sequences 63
7.5.3. Compiling dyadic behavior to the group level 66
7.6. Discussion 67
7.6.1. Theoretical implications 67
7.6.2. Methodological implications 69
7.6.4. Practical implications 70
7.6.5. Limitations and outlook 71
8. Perceiving Leadership in Teams: The Effects of Cognitive Schemas and Perceived Communication 73
8.1. Introduction 75
8.2. Individual Perceptions of Leadership in Team 77
8.3. Individual Differences and Perceptions of Leadership in Teams 79
8.4. Leadership Structure Schemas 80
8.5. The Mediating Role of Perceived Communication 82
8.6. The Moderating Role of Affective Motivation to Lead 84
8.7. Overall Model 87
8.8. Method 88
8.8.1. Sample 89
8.8.2. Measures 89
8.9. Results 92
8.9.1. Descriptive analysis 92
8.9.2. Analytical approac 93
8.9.3. Hypotheses testing 95
8.10. Discussion 100
8.10.1. Implications for research 101
8.10.2. Practical implications 104
8.10.3. Limitations 105
9. Adapting Leadership Perceptions across Tasks: Micro-Origins of Informal Leadership Transitions 106
9.1. Introduction 108
9.2. Informal Leadership in Teams 110
9.3. Stability and Change of Informal Leadership Perceptions 113
9.4. How do Leadership Perceptions Change? Social Interactions as Micro-Processes 114
9.5. When do Leadership Perceptions Change? The Role Perceived Shifts in Competence Allocation 117
9.6. Methods 121
9.6.1. Overview and sample 121
9.6.2. Baseline assessment (T0) 122
9.6.3. Laboratory measurement (T1) 122
9.7. Results 127
9.7.1. Descriptive analyses 127
9.7.2 Analytical approach 129
9.7.3. Tests of hypotheses 131
9.8. Discussion 134
9.8.1. Implications for informal leadership research 135
9.8.2. Limitations 139
9.8.3. Practical implications 141
9.8.4. Conclusions 142
10. General Discussion 143
10.1. Summary of Conceptual Propositions 143
10.2. Summary of the Empirical Findings 143
10.3. Integration and Theoretical Implications 145
10.3.1. Observable behavior versus perceived behavior 145
10.3.2. The nature and content of cognitive schemas 147
10.3.3. When and why leadership perceptions change 150
10.4. Practical Implications 151
10.5. Limitations 154
10.6. Future Research 155
10.7. Conclusion 156
11. References 159
12. Acknowledgements 181
13. Curriculum Vitae 183
14. Declaration 187
| Identifer | oai:union.ndltd.org:DRESDEN/oai:qucosa:de:qucosa:34181 |
| Date | 02 July 2019 |
| Creators | Cook, Alexandra Roswitha |
| Contributors | Meyer, Bertolt, Van Dijk, Johannes, Technische Universität Chemnitz |
| Source Sets | Hochschulschriftenserver (HSSS) der SLUB Dresden |
| Language | English |
| Detected Language | English |
| Type | info:eu-repo/semantics/acceptedVersion, doc-type:doctoralThesis, info:eu-repo/semantics/doctoralThesis, doc-type:Text |
| Rights | info:eu-repo/semantics/openAccess |
| Relation | 10.1016/j.leaqua.2019.05.003, 10.1177/1046496418810437 |
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