Work

Cognitive shifts within leader and follower teams: Where consensus develops in mental models during an organizational crisis

Year: 2018

Type: article

Abstract: This empirical study investigates cognitive shifts in both leader and follower teams when developing consensus or agreement in how to resolve a slowly emerging organizational crisis over time. The cognitive maps of leaders and followers are analyzed in team settings to explain where consensus is formed. The findings indicate that consensus, or the agreement on the causal beliefs held to be critical to organizational adaptation and success, builds over time within both leader and follower teams. However, when comparing the development of consensus longitudinally, the findings confirm that the mental models of leadership teams converge towards follower teams, and not the other way around, during the crisis. The study provides new insights into the importance of the causal beliefs of follower teams when developing a vision to coordinate action to resolve a crisis.

Source: The Leadership Quarterly

DOI: 10.1016/j.leaqua.2018.12.002

Authors: David J. Carrington, Ian A. Combe, Michael D. Mumford

Institutions: Aston University, University of Oklahoma

Language: English

Topic: Team Dynamics and Performance

Subfield: Social Psychology

Field: Psychology

Domain: Social Sciences

Open Access status: hybrid

Estimated APC paid: $4,330

Funder: Economic and Social Research Council