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

Abstract

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 leader's 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 leader's behaviors (directive statements, using questions). Most hypotheses were supported. Directive leader's 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.

Citation

Urch Druskat, V. and Pescosolido, A.T. (2006), "Chapter 2 The impact of emergent leader's emotionally competent behavior on team trust, communication, engagement, and effectiveness", Zerbe, W.J., Ashkanasy, N.M. and Härtel, C.E.J. (Ed.) Individual and Organizational Perspectives on Emotion Management and Display (Research on Emotion in Organizations, Vol. 2), Emerald Group Publishing Limited, Leeds, pp. 25-55. https://doi.org/10.1016/S1746-9791(06)02002-5