Title
Making teams more resilient: Effects of shared transformational leadership training on resilience
Author
van der Kleij, R.
Molenaar, D.
Schraagen, J.M.
Publication year
2011
Abstract
Resilience is of great importance to teams operating in complex environments, such as command and control teams. Team resilience is the ability of teams to respond to sudden, unanticipated demands for performance quickly and with minimum decrement of performance. The objective of this study was to design and test a training intervention to make teams more resilient. In a between-subjects design utilizing a sample of 35 three-person teams, two training manipulations were compared to each other and a control group. Higher levels of team resilience were found when shared leadership was enforced through brief training of transformational-leadership behaviors. This study demonstrated the effectiveness of a relatively small training intervention in boosting resilience.
Subject
Human
HOI - Human Behaviour & Organisational Innovations
BSS - Behavioural and Societal Sciences
Work and Employment
Sociology
Healthy Living
resilience
teams
leadership
Command and control
Complex environments
Control groups
Design and tests
Small training
Training intervention
Transformational leadership
Behavioral research
Personnel training
Ergonomics
To reference this document use:
http://resolver.tudelft.nl/uuid:030a2d51-b56a-4ebc-87b4-23b650f4cdee
DOI
https://doi.org/10.1177/1071181311551450
TNO identifier
444828
Source
Proceedings of the Human Factors and Ergonomics Society 55th Annual Meeting, September 19-23, 2011, Las Vegas, Nevada, US, 2158-2162
Document type
conference paper