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Making teams more resilient : Effects of shared transformational leadership training on resilience

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Author: Kleij, R. van der · Molenaar, D. · Schraagen, J.M.
Type:article
Date:2011
Source:Proceedings of the Human Factors and Ergonomics Society 55th Annual Meeting, September 19-23, 2011, Las Vegas, Nevada, US, 2158-2162
Identifier: 444828
doi: doi:10.1177/1071181311551450
Keywords: Sociology · resilience · teams · leadership · Command and control · Complex environments · Control groups · Design and tests · Small training · Training intervention · Transformational leadership · Behavioral research · Personnel training · Ergonomics · Work and Employment · Healthy Living · Human · HOI - Human Behaviour & Organisational Innovations · BSS - Behavioural and Societal Sciences

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.