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The role of leadership in shared mental model convergence and team performance improvement: An agent-based computational model
16 references·16 citing·43 second hopsampled
The role of leadership in shared mental model convergence and team performance improvement: An agent-based computational model (2010)The role of leadership in shared mental m…APA Handbook of Industrial and Organizational Psychology (2010)APA Handbook of Industrial an…Ties, Leaders, And Time In Teams: Strong Inference About Network Structure’s Effects On Team Viability And Performance (2006)Ties, Leaders, And Time In Te…Group Performance and Decision Making (2004)Group Performance and Decisio…A Relational View of Information Seeking and Learning in Social Networks (2003)A Relational View of Informat…A Typology of Virtual Teams (2002)A Typology of Virtual TeamsTeam leadership (2001)Team leadershipLeadership in Organizations (2001)Leadership in OrganizationsThe influence of shared mental models on team process and performance. (2000)The influence of shared menta…Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions (2000)Multilevel Theory, Research, …A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. (2000)A multilevel approach to theo…Psychological Safety and Learning Behavior in Work Teams (1999)Psychological Safety and Lear…Handbook of Work Group Psychology (1996)Handbook of Work Group Psycho…Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective (1995)Relationship-based approach t…Leading Workers to Lead Themselves: The External Leadership of Self- Managing Work Teams (1987)Leading Workers to Lead Thems…Leadership in Organizations (1981)Leadership in OrganizationsHandbook of Industrial and Organizational Psychology. (1977)Handbook of Industrial and Or…The evolution of leadership: Past insights, present trends, and future directions (2024)The evolution of leadership: …Human-robot collaboration: A multilevel and integrated leadership framework (2022)Human-robot collaboration: A …Transformational leadership style: a boost or hindrance to team performance in IT sector (2021)Transformational leadership s…Enhancing the impact of transformational leadership and team-building on project success: the moderating role of empowerment climate (2021)Enhancing the impact of trans…Computational modeling of organisational learning by self-modeling networks (2021)Computational modeling of org…Team Emergent States: What Has Emerged in The Literature Over 20 Years (2020)Team Emergent States: What Ha…A Multi‐Level Approach to Direct and Indirect Relationships between Organizational Voice Climate, Team Manager Openness, Implicit Voice Theories, and Silence (2020)A Multi‐Level Approach to Dir…Transformational Leadership, High-Performance Work System Consensus, and Customer Satisfaction (2019)Transformational Leadership, …The Role of employees’ perceptions of HPWS in the HPWS-performance relationship: A multilevel perspective (2019)The Role of employees’ percep…Decision making in crisis (2018)Decision making in crisisPERFORMANCE AND LEADERSHIP STYLE: WHEN DO LEADERS AND FOLLOWERS DISAGREE? (2017)PERFORMANCE AND LEADERSHIP ST…In search of missing time: A review of the study of time in leadership research (2017)In search of missing time: A …Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes (2016)Individual differences as ant…Collective decision making, leadership, and collective intelligence: Tests with agent-based simulations and a Field study (2016)Collective decision making, l…Solving challenges in inter- and trans-disciplinary working teams: Lessons from the surgical technology field (2015)Solving challenges in inter- …Authentic Leaders Promoting Store Performance: The Mediating Roles of Virtuousness and Potency (2014)Authentic Leaders Promoting S…The Social Psychology of Organizations. (1979)Leadership and Performance beyond Expectations (1987)Social Exchange Theory: An Interdisciplinary Review (2005)Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences (2017)Statistical principles in experimental design. (1962)Mental Models (1983)Statistical Principles in Experimental Design (1992)Teams in Organizations: From Input-Process-Output Models to IMOI Models (2004)Enhancing the Effectiveness of Work Groups and Teams (2006)Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008)Self-efficacy mechanism in human agency. (1982)The fifth discipline, the art and practice of the learning organization (1991)An Integrative Model Of Organizational Trust (1995)Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. (2003)The Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Effective Knowledge Transfer (2004)What's the difference? diversity constructs as separation, variety, or disparity in organizations (2007)The Framing of Decisions and the Psychology of Choice (1981)Self-Efficacy: The Exercise of Control (1999)Handbook of Positive Psychology (2001)How the Group Affects the Mind: A Cognitive Model of Idea Generation in Groups (2006)Motivated Information Processing in Group Judgment and Decision Making (2007)Brain-to-brain coupling: a mechanism for creating and sharing a social world (2012)The Strength of Weak Ties (1973)Situated Learning: Legitimate Peripheral Participation. 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(2004)CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META‐ANALYSIS OF PERSON–JOB, PERSON–ORGANIZATION, PERSON–GROUP, AND PERSON–SUPERVISOR FIT (2005)Personality and leadership: A qualitative and quantitative review. (2002)Authentic leadership development: Getting to the root of positive forms of leadership (2005)Ethical leadership: A social learning perspective for construct development and testing (2005)Evaluating the use of exploratory factor analysis in psychological research. (1999)The job demands-resources model of burnout. (2001)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)A Qualitative Investigation of Perceived Executive Ethical Leadership: Perceptions from Inside and Outside the Executive Suite (2003)Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. (2003)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1999Psychological Safety and Learning Behavior in Work Teams11,982 cited
  • 1977Handbook of Industrial and Organizational Psychology.11,945 cited
  • 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective7,286 cited
  • 1981Leadership in Organizations5,252 cited
  • 2000Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions4,907 cited
  • 2000The influence of shared mental models on team process and performance.2,590 cited
  • 2000A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes.2,536 cited
  • 2003A Relational View of Information Seeking and Learning in Social Networks2,086 cited
  • 2004Group Performance and Decision Making1,331 cited
  • 2001Leadership in Organizations1,316 cited
  • 2002A Typology of Virtual Teams1,146 cited
  • 1987Leading Workers to Lead Themselves: The External Leadership of Self- Managing Work Teams1,039 cited
  • 2010APA Handbook of Industrial and Organizational Psychology933 cited
  • 2001Team leadership914 cited
  • 1996Handbook of Work Group Psychology

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914 cited
  • 2006Ties, Leaders, And Time In Teams: Strong Inference About Network Structure’s Effects On Team Viability And Performance910 cited
  • Cited by

    • 2024The evolution of leadership: Past insights, present trends, and future directions107 cited
    • 2016Collective decision making, leadership, and collective intelligence: Tests with agent-based simulations and a Field study107 cited
    • 2020Team Emergent States: What Has Emerged in The Literature Over 20 Years103 cited
    • 2022Human-robot collaboration: A multilevel and integrated leadership framework102 cited
    • 2016Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes92 cited
    • 2020A Multi‐Level Approach to Direct and Indirect Relationships between Organizational Voice Climate, Team Manager Openness, Implicit Voice Theories, and Silence78 cited
    • 2017In search of missing time: A review of the study of time in leadership research73 cited
    • 2019Transformational Leadership, High-Performance Work System Consensus, and Customer Satisfaction64 cited
    • 2021Computational modeling of organisational learning by self-modeling networks57 cited
    • 2014Authentic Leaders Promoting Store Performance: The Mediating Roles of Virtuousness and Potency54 cited
    • 2019The Role of employees’ perceptions of HPWS in the HPWS-performance relationship: A multilevel perspective53 cited
    • 2018Decision making in crisis52 cited
    • 2021Transformational leadership style: a boost or hindrance to team performance in IT sector48 cited
    • 2021Enhancing the impact of transformational leadership and team-building on project success: the moderating role of empowerment climate43 cited
    • 2017PERFORMANCE AND LEADERSHIP STYLE: WHEN DO LEADERS AND FOLLOWERS DISAGREE?39 cited
    • 2015Solving challenges in inter- and trans-disciplinary working teams: Lessons from the surgical technology field25 cited