Event criticality, urgency, and duration: Understanding how events disrupt teams and influence team leader intervention

By F. Morgeson, D. S. Derue. 2006

213 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/4fcb5b707c692050c718cb02ffd45e78ce57fb08

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

HOW DIFFERENT TEAM DOWNSIZING APPROACHES INFLUENCE TEAM-LEVEL ADAPTATION AND PERFORMANCE (2008, background): “However, not all disruptive events impact team functioning in the same way (Morgeson & DeRue, 2006).”
Considering context in psychological leadership research (2009, background): “Similarly, Morgeson and DeRue (2006) found that the urgency of incidents facing the work group was significantly related to the amount of time leaders devoted to managing the event.”
Leaders, followers, and time (2008, background): “Regarding leading teams, recent work by Morgeson & DeRue (2006) closely examines events that impact teams.”
Event System Theory: An Event-Oriented Approach to the Organizational Sciences (2015, background): “As a result, it concerns the amount or degree of change in usual activities (Dohrenwend, Raphael, Schwartz, Stueve, & Skodol, 1993; Perkins, 1982) and reflects perceived threats experienced with major disruptions (Morgeson & DeRue, 2006).”
Folding Under Pressure or Rising to the Occasion? Perceived Time Pressure and the Moderating Role of Team Temporal Leadership (2014, background): “A final major contribution of this research is in expanding theory on the role of leadership in managing the temporal issues that affect team functioning (Mohammed & Nadkarni, 2011; Morgeson & DeRue, 2006).”
A Longitudinal Examination of the Relationship Between Team Leadership and Performance (2010, background): “Empirical evidence indicates that the use of teams is ubiquitous and appears to be increasing in organizations worldwide (Morgeson & DeRue, 2006).”
Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors (2018, background): “…leaders should make sure SMTs are granted the necessary resources and technology (Hoda et al., 2013; Morgeson & DeRue, 2006; Wageman, 1997), equipment, space, tools, labor, and materials (Bernstein et al., 2016; Morgeson & DeRue, 2006; Powell & Pazos, 2017) to accomplish their work successfully.”
Work-Life Events Theory: Making Sense of Shock Events in Dual-Earner Couples (2019, background): “Third, an event is critical when it is “important, essential, or a priority” (Morgeson & DeRue, 2006: 273).”
Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes (2010, methodology): “We propose that team need fulfillment is a key mechanism by which these leadership functions impact team processes and outcomes.”