Leadership capacity in teams

By D. Day, Peter C. Gronn, Eduardo Salas. 2004

785 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3a7a8005358385232a486a667c964f565d8b71e0

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Strategy and Management

Citations in the corpus

Event criticality, urgency, and duration: Understanding how events disrupt teams and influence team leader intervention (2006, background): “Team leaders may be ideally positioned to enhance the team's own internal leadership capacity by helping the team develop its monitoring systems and learning from past events ( Day et al., 2004 ).”
Sensegiving and the role of cognitive shifts in the work of leadership (2008, methodology): “Using a social construction approach, others suggest that all leadership is collectively construed, in that all those involved must in some way participate in the existing arrangement: “even the most autocratic and vertical forms of leadership can be conceptualized as shared so long as others agree ”
Shared leadership in teams: An investigation of antecedent conditions and performance (2007, background): “When they are also open to influence from fellow team members, the team can function with respect and trust and develop shared leadership that in turn becomes an additional resource for improving team process and performance (Day et al., 2004; Marks et al., 2001).”
Leadership in the Plural (2012, background): “Overall, these studies suggest that shared leadership has the potential to generate higher team and firm performance and that specific leadership behaviors adopted by team members and formal appointed leaders influence the contributions of vertical and shared leadership to performance (Day et al. 20”
Assessing the Effects of Cultural Intelligence on Team Knowledge Sharing From a Socio‐Cognitive Perspective (2013, background): “Training to improve culturally metacognitive skills helps team members build and maintain a sense of perceived team efficacy to deal with challenges faced in the operational environment (Day et al., 2004; Kozlowski, 1998).”