Effective leadership in unexpected places: A sociohistorical analysis of the Red Tops dance orchestra |
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Authors: | Milorad M. Novicevic John H. Humphreys M. Ronald Buckley Corey Cagle Foster Roberts |
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Affiliation: | aSchool of Business Administration, University of Mississippi, University, MS 38677, U.S.A.;bTexas A&M University – Commerce, PO Box 3011 Commerce, TX 75429, U.S.A.;cMichael F. Price College of Business, University of Oklahoma, 206 Adams Hall, 307 W. Brooks Street, Norman, OK 73019, U.S.A.;dSchool of Accountancy, University of Mississippi, University, MS 38677, U.S.A. |
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Abstract: | The Red Tops, an African-American dance orchestra that performed in southern states during the period spanning two decades before and after the U.S. civil rights movement, might seem a rather unexpected source for the study of effective leadership. Nonetheless, Walter Osborne's management of the group provides an exceedingly appropriate case for just that. In this article, we examine the phenomenon of team leadership using a sociohistorical paradigm to identify and describe effective team leadership, draw lessons for organizational leaders, and demonstrate the power of sociohistorical analysis. In our endeavor, we used the framework proposed by Morgeson, Lindoerfer, and Loring to explain how the team needs of the Red Tops were met by the team leadership of Osborne, the band's elected manager. The main lesson for business team leaders is to ensure that every member feels free to express his or her own identity, while still preserving the shared identity of the team. The team's ability to function and remain intact over a long period of time is enhanced by the ability of the team leader to meet team needs—in terms of trust, fairness, and equality—such that each member may experience what it means to be a true part of the group. |
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Keywords: | Team leadership Sociohistorical analysis Red Tops Team needs |
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