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Working at the top of their capabilities: How teamwork support attenuates leader role conflict
Journal article   Peer reviewed

Working at the top of their capabilities: How teamwork support attenuates leader role conflict

Kameron M. Carter, Stacy L. Astrove, Brady M. Firth, Greg L. Stewart and Samantha L. Solimeo
Group dynamics, Vol.28(4), pp.292-308
12/2024
DOI: 10.1037/gdn0000211
PMCID: PMC11100093
PMID: 38765667
url
https://pmc.ncbi.nlm.nih.gov/articles/PMC11100093/pdf/nihms-1955405.pdfView
Open Access

Abstract

Objective: To understand whether team member support reduces team leader stress. Method: In Phase 1, we used hierarchical linear modeling with survey data and administrative records from 45 Veterans Health Administration teams (73 providers and 228 associated members) to investigate how teamwork support mitigates leader stress. In Phase 2, we adopted a parallel/simultaneous mixed methods design, utilizing open- and close-ended responses from 267 additional Veterans Health Administration providers. With the mixed methods design, we first analyzed open-ended responses using directed content analysis and hypothesis coding. Next, we transformed our codes into counts and compared them with closed-ended responses to understand whether teamwork support allows leaders to engage in work aligned with their qualifications. Results: As predicted, providers’ role conflict corresponded with decreased performance under low teamwork support, but this negative relationship was attenuated with high teamwork support as such support allows leaders to focus on tasks they are uniquely qualified to perform. Conclusions: These findings emphasize the facilitative nature of teams in supporting leaders: Followers provide teamwork support that helps leaders navigate role conflict by allowing leaders to work on tasks consistent with their qualifications.

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