A Longitudinal Approach to Team Adaptation Through the Two-Phase Framework: The Role of Team Leadership, Coordination, Behavioral Interaction Patterns and Team Cognition on Team Adaptation when Facing Changes of Different Magnitude
- Autores: Daniel Dorta Afonso
- Directores de la Tesis: Ramón Rico Muñoz (dir. tes.)
- Lectura: En la Universidad Autónoma de Madrid ( España ) en 2019
- Idioma: inglés
- Número de páginas: 210
- Tribunal Calificador de la Tesis: David Aguado García (presid.), Mirko Antino (secret.), Pedro Marqués (voc.)
- Programa de doctorado: Programa de Doctorado en Psicología por la Universidad Autónoma de Madrid
- Materias:
- Enlaces
- Tesis en acceso abierto en: Biblos-e Archivo
- Resumen
In this study we analysed the effects of team leadership style and magnitude of change on team behavioural interaction patterns. We also analysed the effects of pre-change and post-change team behavioural interaction patterns on post-change team performance during the transition and reacquisition phases, respectively, for teams facing changes of different magnitudes. For this study, 67 three-person teams took part in a computer-based 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) factorial design. Our results indicated that teams led by an empowering leader tended to display more team behavioural interaction patterns than teams led by a directive leader. Through discontinuous random coefficient growth modelling (RCGM) we observed that pre-change team behavioural interaction patterns negatively affected teams’ transition adaptation, but post-change team behavioural interaction patterns were beneficial for teams’ reacquisition adaptation. Implications for theory and practice are discussed.
Keywords: directive leadership, empowering leadership, team behavioural interaction patterns, team adaptation, magnitude of change.
