Making Teams More Resilient: Effects of Shared Transformational Leadership Training on Resilience

Rick van der Kleij; David Molenaar; Jan Maarten Schraagen

doi:10.1177/1071181311551450

Making Teams More Resilient: Effects of Shared Transformational Leadership Training on Resilience

Rick van der Kleij, David Molenaar, Jan Maarten Schraagen

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › Academic › peer-review

17 Citations (Scopus)

1 Downloads (Pure)

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.

Original language	English
Title of host publication	Proceedings of the Human Factors and Ergonomics Society 55th Annual Meeting 2011
Publisher	SAGE
Pages	2158-2162
DOIs	https://doi.org/10.1177/1071181311551450
Publication status	Published - 2011
Event	55th Annual Meeting of the Human Factors and Ergonomics Society 2011 - Las Vegas, United States Duration: 19 Sep 2011 → 23 Sep 2011 Conference number: 55

Publication series

Name	Proceedings of the Human Factors and Ergonomics Society Annual Meeting
Publisher	SAGE
Number	1
Volume	55
ISSN (Print)	1541-9312

Conference

Conference	55th Annual Meeting of the Human Factors and Ergonomics Society 2011
Country/Territory	United States
City	Las Vegas
Period	19/09/11 → 23/09/11

Keywords

METIS-279500

Access to Document

10.1177/1071181311551450

Cite this

van der Kleij, R., Molenaar, D., & Schraagen, J. M. (2011). Making Teams More Resilient: Effects of Shared Transformational Leadership Training on Resilience. In Proceedings of the Human Factors and Ergonomics Society 55th Annual Meeting 2011 (pp. 2158-2162). (Proceedings of the Human Factors and Ergonomics Society Annual Meeting; Vol. 55, No. 1). SAGE. https://doi.org/10.1177/1071181311551450

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title = "Making Teams More Resilient: Effects of Shared Transformational Leadership Training on Resilience",

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pages = "2158--2162",

booktitle = "Proceedings of the Human Factors and Ergonomics Society 55th Annual Meeting 2011",

note = "55th Annual Meeting of the Human Factors and Ergonomics Society 2011 ; Conference date: 19-09-2011 Through 23-09-2011",

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van der Kleij, R, Molenaar, D & Schraagen, JM 2011, Making Teams More Resilient: Effects of Shared Transformational Leadership Training on Resilience. in Proceedings of the Human Factors and Ergonomics Society 55th Annual Meeting 2011. Proceedings of the Human Factors and Ergonomics Society Annual Meeting, no. 1, vol. 55, SAGE, pp. 2158-2162, 55th Annual Meeting of the Human Factors and Ergonomics Society 2011, Las Vegas, Nevada, United States, 19/09/11. https://doi.org/10.1177/1071181311551450

Making Teams More Resilient : Effects of Shared Transformational Leadership Training on Resilience. / van der Kleij, Rick; Molenaar, David; Schraagen, Jan Maarten.

Proceedings of the Human Factors and Ergonomics Society 55th Annual Meeting 2011. SAGE, 2011. p. 2158-2162 (Proceedings of the Human Factors and Ergonomics Society Annual Meeting; Vol. 55, No. 1).

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › Academic › peer-review

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N2 - 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.

AB - 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.

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van der Kleij R, Molenaar D, Schraagen JM. Making Teams More Resilient: Effects of Shared Transformational Leadership Training on Resilience. In Proceedings of the Human Factors and Ergonomics Society 55th Annual Meeting 2011. SAGE. 2011. p. 2158-2162. (Proceedings of the Human Factors and Ergonomics Society Annual Meeting; 1). https://doi.org/10.1177/1071181311551450

Making Teams More Resilient: Effects of Shared Transformational Leadership Training on Resilience

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