Identification Of Team Members The Team Responsible - amazonia.fiocruz.br

Identification Of Team Members The Team Responsible - think

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Leadership plays an essential part in creating competitive advantage and well-being among employees.

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One way in which formal leaders can deal with the variety of responsibilities that comes with their role is to share their responsibilities with team members i. Although there is abundant literature on how high-quality peer leadership benefits team effectiveness TE and well-being, there is only limited evidence about the underpinning mechanisms of these relationships and how the formal leader can support this process. To address this lacuna, we conducted an online survey study with employees from various organizations.

The results suggest that an empowering leadership style of the formal leader is associated with higher perceived peer leadership quality PLQ on four different leadership roles i. In addition, formal leaders who empower their team members are also perceived as better leaders themselves. Moreover, the improved PLQ was in turn positively related to TE and work satisfaction, while being negatively related to burnout.

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In line with the social identity approach, we found that team identification mediated these relationships. For many decades, organizational structures were vertically structured with the formal leader being hierarchically placed above the followers. This conceptualization inferred that leadership is Thee downward process in which a single individual in Idehtification team or organization — the formal leader — influences his or her followers Pearce and Conger, ; Bass and Bass, However, since the beginning of the new millennium, organizations are faced with fast-changing environments and increasing workload with complex tasks Day et al. These changes place unrealistic expectations upon formal leaders, as it is unlikely Identification Of Team Members The Team Responsible a single person can effectively perform all leadership responsibilities Yukl, As a result, organizations have increasingly started to question this conventional single-leader paradigm.

This debate gave rise to a shared leadership approach, which implies that rather than burdening one individual with all the responsibilities, it is more realistic and effective to rely on the strengths of the team members to share these leadership tasks. This approach entails that leaders cannot only be formally appointed in their role, with leadership responsibilities being officially and explicitly assigned to them e.

Instead, leaders can also emerge as informal leaders due to their natural interactions with their colleagues Pearce and Conger, ]