Learning to Share: Exploring Temporality in Shared Leadership and Team Learning
SSCI Scopus ABDC-A
Using data from 310 executive MBA students in 66 teams on a business simulation project, we explored (a) how shared leadership and team learning behaviors influence each other over time in self-managed teams, and (b) how the stability of the leadership network structure (i.e., network churn) is associated with team learning behaviors. We found that shared leadership stimulated team learning behaviors in a manner consistent with previous research at the early stages of teams＇ work together, but not at the middle and later stages of the task. We also found that teams that engaged in more learning behaviors early in the task were more likely to keep their leadership network structure stable. This stability was positively associated with team learning behaviors at the midpoint and end of the task. We use these findings to elaborate theory on how leadership and learning in self-managed teams develop, change, and influence each other over time.
2014，74th Academy of Management Annual Meeting
2014，Personality and Social Psychology Bulletin
2011，Entrepreneurship Theory and Practice
2016，76th Annual Meeting of the Academy of Management
Small Group Research