Bringing the cognitive revolution forward: What can team cognition contribute to our understanding of leadership? |
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| Institution: | 1. LEM (UMR 9221), University of Lille, France;2. Sciences Po Grenoble, Université Grenoble Alpes, CESICE, France;3. EM Strasbourg Business School, University of Strasbourg, France;4. Moscow State Institute of International Relations (MGIMO University), Russia;1. Monash University, 900 Dandenong Rd, N7.32, Caulfield East, VIC 3145, Australia;2. Macquarie University, 1 Management Drive, Macquarie Park, NSW 2109, Australia;3. University of Newcastle, 409 Hunter Street, Newcastle, NSW 2300, Australia;4. Monash University, 900 Dandenong Rd, N6.33, Caulfield East, VIC 3145, Australia;1. University of Miami, United States;2. The University of Queensland, Australia;3. Lancaster University, United Kingdom;4. University of Alabama, United States;5. Iowa State University, United States;1. University of North Carolina, Charlotte, United States;2. James Madison University, United States;3. Tennessee Tech University, United States;4. Explosion, Berlin, Germany;5. Georgia Institute of Technology, Atlanta, Georgia |
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| Abstract: | Cognition is a central element of organizational behavior and leaders are seen as key shapers of organizational cognition. Leaders’ influence over organizations often occurs through their influence on the collectives or teams they are leading. Hence, leaders influence organizational outcomes by modeling team cognition. Despite the importance of this relationship for organizational outcomes, there is little integration currently between the leadership and team cognition literatures. To address this gap, we conduct an integrative review. First, we develop a model for leader and team influence based on organizational emergence and leadership complexity theories. Our model makes a distinction between the source of influence over cognition (leader → team, team → leader, reciprocal) and form of cognition emergence (variance reduction, variance enhancement); constraints that shape cognitions that vary in levels (within and between-level, contextual) and focus (individual, interindividual, collective); and leader behaviors (administrative, adaptive, enabling). We apply this model to review and analyze ninety-nine studies in the current literature and then discuss the limitations and future directions drawing on our findings and theoretical model. We contribute a unifying framework of leadership and team emergence that can be expanded and applied to other settings. |
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| Keywords: | Leadership Team cognition Teams Complexity theory Multilevel Emergence Constraints Review |
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