Vanessa Urch Druskat

Emotional intelligence as the basis of leadership emergence in self-managing teams ☆

Abstract We present and test a theory on leader emergence in self-managing teams that highlights the emotional and cognitive skills underlying selection as an informal team leader. Existing theory and research reveals that informal leaders are selected because they display constructive task and team management behavior. We contribute to existing theory in two ways. First, by proposing that specific cognitive processes and skills precede the appropriate enactment of those behaviors by facilitating an accurate analysis of the task situation. Second, by proposing that empathy, an aspect of emotional intelligence, precedes and enables those cognitive processes and skills by providing an accurate understanding of team and member emotions and needs. We test our theory in a longitudinal study of 382 team members comprising 48 self-managing teams. Our theory is partially supported and implications are discussed.

Managing from the Boundary: The Effective Leadership of Self-Managing Work Teams

We used in-depth critical incident interviews with the external leaders of self-managing work teams and their team members, and interviews and surveys provided by managers, to understand how effective leader behaviors and strategies unfold over time. Content analyses of the data produced a process model showing that effective external leaders move back and forth across boundaries to build relationships, scout necessary information, persuade their teams and outside constituents to support one another, and empower their teams to achieve success.

The Content of Effective Teamwork Mental Models in Self-Managing Teams: Ownership, Learning and Heedful Interrelating

A growing stream of theory and research suggests that overlap in team member mental models (i.e. socially constructed theories about systems and their expected behavior) has a positive influence on team processes and outcomes. In this article we argue that for self- managing work teams (SMWTs), the content of those shared mental models is also important. We begin by reviewing theory on SMWT effectiveness to determine the content of effective teamwork mental models in SMWTs. These are proposed to include: (1) psychological ownership of team processes and outcomes; (2) a need for continuous learning; and (3) a need for heedful interrelating. We then conduct content analyses of four published longitudinal studies of SMWTs to uncover the opportunities and challenges to developing and sustaining these mental models in dynamic organizations. Results suggest these mental models flourish when organizational supports back up their existence. However, since mental models are fluid and adapt to explicit and implicit messages, they weaken if shifting priorities cause organizational support to wane. Finally, the implications of our findings are discussed.

Effects and timing of developmental peer appraisals in self-managing work groups

This study used a repeated measures time-series design to examine the immediate and longer term impact of a structured, face-to-face developmental peer appraisal on 294 undergraduates in 44 self-managing work groups (SMWGs) and 217 MBA students in 36 SMWGs. Results revealed an immediate positive impact on perceptions of open communication, task motivation, social loafing, group viability, cohesion, and satisfaction. Also, the effects of the peer appraisal were not dependent on the perceived ratio of positive to negative feedback, and the enduring impact of the appraisal was influenced by its timing relative to task deadline. Overall, results emphasized that peer appraisals can have a positive effect on relationships and task focus, are influenced by temporal context, and have great potential for work teams.

Chapter 2 The impact of emergent leader's emotionally competent behavior on team trust, communication, engagement, and effectiveness

The purpose of this paper is to help clarify the actions of effective emergent leaders in self-managing work teams (SMWTs). Multiple methods were used to test hypotheses that leaders behaviors consistent with the development of emotionally competent team norms (interpersonal understanding, caring behavior, creating an optimistic environment, and proactive problem solving) would be more strongly linked to team trust, open communication, personal task engagement, and team effectiveness than traditional task-focused leaders behaviors (directive statements, using questions). Most hypotheses were supported. Directive leaders behaviors were for the most part negatively associated with team trust, open communication, and personal task engagement. It is argued that in SMWTs that have a history and a future together, emergent leaders who engage in behaviors that build emotional competence in the team are more likely to create team effectiveness than emergent leaders focused on directing team members.