The impact of implicit collective leadership theories on the emergence and effectiveness of leadership networks in teams |
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| Affiliation: | 1. Florida Maxima Corporation, Orlando, FL, United States;2. Rice University;3. Florida Maxima Corporation, Orlando, FL, United States;1. Antwerp Management School and University of Antwerp, Sint-Jacobsmarkt 9-13, 2000 Antwerp, Belgium;2. Radboud University, Institute for Management Research, Heyendaalseweg 141, 6525 AJ Nijmegen, the Netherlands;3. Open University of the Netherlands, Heerlen, the Netherlands;4. Kingston University, London, UK;5. Vrije Universiteit Amsterdam, School of Business and Economics, De Boelelaan 1105, 1081 HV Amsterdam, the Netherlands;1. University of Western Australia, Business School, Australia;2. Department of Psychology, North Dakota State University, United States;3. University of Kansas, School of Business, United States;4. Department of Psychology, Rice University, United States;1. Department of Psychology, University of South Florida, Tampa, FL, USA;2. PACE Consulting Solutions, LLC, Palm Harbor, FL, USA;1. Department of Psychology, Clemson University, 418 Brackett Hall, Clemson, SC 29634, United States;2. Department of Psychology, University of Georgia, 125 Baldwin St, Athens, GA 30602, United States;3. Department of Psychology, The University of Akron, 290 E Buchtel Ave, Akron, OH 44325-4301, United States;4. Armstrong Institute for Patient Safety and Quality, Department of Anesthesiology and Critical Care Medicine, The Johns Hopkins University School of Medicine, 750 E Pratt Street, 15th Floor, Baltimore, MD 21202, United States |
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| Abstract: | Leadership in today's high-performing teams is a relational process best understood from a multilevel emergent perspective. Implicit theories of leadership and followership play an important role in predicting leader emergence in more traditional hierarchical structures, but are inadequate for understanding and predicting leadership as networks in teams, as they do not consider the complex dynamics of leading and following activities inherent in such structures. To address this theoretical gap, we propose the concept of Implicit Leadership Network Theories (ILNTs) that integrates implicit leadership and followership theories with contemporary social network perspectives of leadership in teams to predict the shape and structure of leadership network emergence and subsequent team outcomes. More specifically, we propose that the combination of team member self-ILNTs (i.e., expectations regarding one's own role within a leadership network) and network-ILNTs (i.e., expectations regarding the prototypical team leadership structure) will shape the emergence and effectiveness of leadership in teams. We describe several prototypical team configurations of ILNTs and discuss implications for future research and human resource management. |
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