Print Email Facebook Twitter Making teams more resilient: Effects of shared transformational leadership training on resilience 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 HumanHOI - Human Behaviour & Organisational InnovationsBSS - Behavioural and Societal SciencesWork and EmploymentSociologyHealthy LivingresilienceteamsleadershipCommand and controlComplex environmentsControl groupsDesign and testsSmall trainingTraining interventionTransformational leadershipBehavioral researchPersonnel trainingErgonomics 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 Files To receive the publication files, please send an e-mail request to TNO Library.