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Patterns of team adaptation: the effects of behavioural interaction patterns on team adaptation and the antecedent effect of empowering versus directive leadership

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dc.affiliation.dptoUC3M. Departamento de Economía de la Empresaes
dc.contributor.authorRico Muñoz, Ramón
dc.contributor.authorDorta, Daniel
dc.contributor.authorUitdewilligen, Sjir G.
dc.contributor.funderMinisterio de Economía y Competitividad (España)es
dc.contributor.funderComunidad de Madrides
dc.date.accessioned2022-04-28T16:14:47Z
dc.date.available2022-04-28T16:14:47Z
dc.date.issued2021-10-01
dc.description.abstractIn this study, we analysed the effects of team leadership style and magnitude of change on team behavioural interaction patterns (TBIPs) and performance in teams coping with unexpected task changes. Sixty‐seven 3‐person teams took part in a computer‐based fire‐fighting simulation task and were randomly assigned to one of the four conditions resulting from our 2 (leadership style: directive vs. empowering) × 2 (magnitude of change: high vs. low) longitudinal factorial design. Our results showed that empowering‐led teams tend to display more TBIPs than directive‐led teams. Through discontinuous random coefficient growth modelling, we observed that prechange TBIPs negatively affect teams' transition adaptation. However, postchange TBIPs were beneficial for teams' reacquisition adaptation. Implications for theory and practice are discussed.en
dc.description.sponsorshipComunidad de Madrid (Programa Excelencia para el Profesorado Universitario, convenio con Universidad Carlos III de Madrid, V Plan Regional de Investigación Científica e Innovación Tecnológica), Grant/Award Number: EPUC3M12; Spanish National Plan for R&D, Ministry of Economy and Competitiveness, Grant/Award Numbers: PSI2012‐31135,en
dc.identifier.bibliographicCitationRico, R., Uitdewilligen, S. G., & Dorta, D. (2021). Patterns of team adaptation: The effects of behavioural interaction patterns on team adaptation and the antecedent effect of empowering versus directive leadership. Journal of Contingencies and Crisis Management.es
dc.identifier.doihttps://doi.org/10.1111/1468-5973.12379
dc.identifier.issn1468-5973
dc.identifier.publicationfirstpage1es
dc.identifier.publicationlastpage14es
dc.identifier.publicationtitleJournal of Contingencies and Crisis Managementes
dc.identifier.urihttps://hdl.handle.net/10016/34656
dc.identifier.uxxiAR/0000030336
dc.language.isoenges
dc.publisherWileyes
dc.relation.projectIDComunidad de Madrid. EPUC3M12es
dc.relation.projectIDGobierno de España. PSI2012‐31135
dc.rights© 2021 The Authors. Journal of Contingencies and Crisis Management published by John Wiley & Sons Ltd.es
dc.rightsAtribución-NoComercial-SinDerivadas 3.0 España*
dc.rights.accessRightsopen accesses
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/es/*
dc.subject.ecienciaEconomíaes
dc.subject.ecienciaEmpresaes
dc.subject.otherDirective leadershipen
dc.subject.otherEmpowering leadershipen
dc.subject.otherMagnitude of changeen
dc.subject.otherTeam adaptationen
dc.subject.otherTeam behavioural interaction patternsen
dc.titlePatterns of team adaptation: the effects of behavioural interaction patterns on team adaptation and the antecedent effect of empowering versus directive leadershipen
dc.typeresearch article*
dc.type.hasVersionVoR*
dspace.entity.typePublication
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