Book contents
- The Cambridge Handbook of Meeting Science
- The Cambridge Handbook of Meeting Science
- Copyright page
- Dedication
- Contents
- Tables
- Figures
- Contributors
- Book part
- Part I Introduction
- Part II Premeeting Activities and Context
- Part III The Meeting Itself
- Capturing and Understanding Dynamics and Processes of the Meeting
- 12 Meetings as Interactional Achievements
- 13 Multimodal Perspectives on Meeting Interaction
- 14 Toward a Theory of Strategic Meeting Interaction
- 15 Social Dynamics at Work
- 16 Networks in Meetings
- 17 Effective Leader Behaviors in Regularly Held Staff Meetings
- 18 They Meet, They Talk…but Nothing Changes
- 19 Relative Status and Emotion Regulation in Workplace Meetings
- 20 Dynamic Affect in Team Meetings
- Tools and Models for Promoting Meeting Success
- Part IV Special Types of Meetings
- Part V Synthesis and Conclusion
- Book part
- Author Index
- Subject Index
- References
17 - Effective Leader Behaviors in Regularly Held Staff Meetings
Surveyed vs. Videotaped and Video-Coded Observations
from Capturing and Understanding Dynamics and Processes of the Meeting
Published online by Cambridge University Press: 05 August 2015
- The Cambridge Handbook of Meeting Science
- The Cambridge Handbook of Meeting Science
- Copyright page
- Dedication
- Contents
- Tables
- Figures
- Contributors
- Book part
- Part I Introduction
- Part II Premeeting Activities and Context
- Part III The Meeting Itself
- Capturing and Understanding Dynamics and Processes of the Meeting
- 12 Meetings as Interactional Achievements
- 13 Multimodal Perspectives on Meeting Interaction
- 14 Toward a Theory of Strategic Meeting Interaction
- 15 Social Dynamics at Work
- 16 Networks in Meetings
- 17 Effective Leader Behaviors in Regularly Held Staff Meetings
- 18 They Meet, They Talk…but Nothing Changes
- 19 Relative Status and Emotion Regulation in Workplace Meetings
- 20 Dynamic Affect in Team Meetings
- Tools and Models for Promoting Meeting Success
- Part IV Special Types of Meetings
- Part V Synthesis and Conclusion
- Book part
- Author Index
- Subject Index
- References
Summary
In this chapter, we report on two studies that took an exploratory behavioral approach to leaders in regular staff meetings. The goal of both studies, which used a still rarely deployed observation method, was to identify effective behavioral repertoires of leaders in staff meetings; we specifically examined how video-observed instances of effective leader behavior differ from group members' perceptions of effective leader behavior. One study found that members attribute more relation-oriented and fewer task-oriented behaviors to an effective leader while their actual behavioral repertoire is predominantly made up of task-oriented behaviors. Study 2 explored whether followers' ratings of a transformational leadership style can be explained by the coded leader behaviors actually shown in the meetings. We found that this perceived style was significantly explained by both “individualized consideration” and (task-oriented) “delegating” leader behavior. In the discussion we reflect on the findings of both studies and sketch some practical implications. A number of conclusions further aim to contribute to the productivity of meetings in work-unit settings.
- Type
- Chapter
- Information
- The Cambridge Handbook of Meeting Science , pp. 381 - 412Publisher: Cambridge University PressPrint publication year: 2015
References
- 8
- Cited by