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Alexandra Cook: Individual Differences in Perceiving Shared Leadership in Teams

  • MF-G502 V.d.Boechorststraat 7-9 1081 BT Amsterdam Netherlands (map)

eadership perceptions as social-cognitive constructs are a function of both the exhibited and perceived behavior of the target, as well as categorization processes determined by the fit of a target with the rater’s leader schema or implicit leadership theories. The target’s information processing can lead to systematic biases in the perception of informal leadership in leaderless teams. Although shared leadership, i.e. the magnitude and degree to which leadership in teams is exerted by multiple team-members has been prominently features in recent research on leadership in teams, the majority of studies assess leadership in terms of the team members perceptions. In this study, we determine whether Leadership Structure Schemas (LSS; DeRue & Ashford, 2010), i.e. schemas related to the distribution of leadership in groups (hierarchical vs. shared), systematically impact the perceived pattern of perceived leadership in teams across time. We analyze the leadership perceptions of student team members (Nindividuals= 106, Nteams = 41 ) across 5 measurement points  covering the entire team collaboration. Furthermore, we analyze to which degree and under which conditions the effects of LSS on perceived leadership patterns are mediated by the rater’s perceived communication network in the team.