Team Experience and Leadership Structure Preference

Authors

  • Nawaf M. Alabduljader Kuwait University
  • Bret Crane Utah State University
  • N. Andrew Cohen University of Denver

DOI:

https://doi.org/10.34120/ajas.v29i1.1109

Keywords:

Leadership, Leader, Teams, Schema, Trust, Shared Leadership

JEL Classification:

M13

Abstract

The aim of this study is to explore how individuals’ preferences for a leadership structure (shared versus hierarchical) are developed and the influence of team experience on their leadership preferences.
The study uses longitudinal data and relies on surveys and questionnaires distributed to students throughout their course to collect data on individual leadership structure preferences, personality, and team trust and leadership structure.
The sample includes 621 members in 107 student project teams. Our analysis is based on responses from 459 members from 105 teams. In this sample, 60% of participants are white/Caucasian, 21% are Asian, 57 % are male, and average age was 18.
We find that individuals’ preferences for a leadership structure (shared versus hierarchical) are both fixed and malleable. The results of the study suggest that team trust has a positive effect on individual’s preference for shared leadership structure. In addition, we find that individuals in teams with high shared leadership structures and low team trust show lower preference for shared leadership structure, whereas individuals with high shared leadership structure and high team trust develop even stronger preferences for shared leadership structures.
This study is the first of its kind to examine how individuals’ experiences in teams influence their preferences for a specific leadership structure. Individuals may have predetermined preferences for hierarchical or shared leadership structures, but such preferences change based on individuals’ experiences in teams with certain leadership structures. Our research contributes to the literature on leadership schema by deepening our understanding of leadership structure preferences, and it is the first to empirically test how our leadership schemas change due to individual experiences in teams.
We also find that individuals’ preferences for shared or hierarchical leadership structures are influenced by the past team experience. Specifically, we find that team trust influences the preference for shared or hierarchical leadership, in a way that that individuals working in teams with higher team trust show greater preferences for shared leadership. Moreover, we find that individuals who experienced shared leadership structure have more favorable preferences for shared leadership in teams with high trust, whereas individuals that experienced shared leadership with low team trust develop less favorable preferences for shared leadership structures. Overall, the results suggest that managers can influence individuals’ preferences for shared or hierarchical leadership by managing the team experience and building team trust and a positive team climate.

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Author Biographies

Nawaf M. Alabduljader, Kuwait University

is an assistant professor of Management at Kuwait University. He earned his PhD in Business Management from George Washington University in 2018. His research interests are entrepreneurship and human resource management. His work has been published in the Academy of Management Annals, Organizational Research Methods, the Academy of Management Learning & Education, among others. (nawaf.alabduljader@ku.edu.kw)

Bret Crane, Utah State University

is an Associate Professor of Leadership at the Jon. M. Huntsman School of Business and the Executive Director of the Stephen R. Covey Leadership Center at Utah State University. As a respected authority and researcher on topics related to leadership, management, and organizational behavior, he has published over 8 articles across a variety of journals including Journal of Business Ethics, Journal of World Business, Business & Society, and Human Resource Development Review. (bret.crane@usu.edu)

N. Andrew Cohen, University of Denver

is an Academic Director of the Executive MBA program and a professor of the Practice in the Department of Management at the Daniels College of Business at the University of Denver. His teaching focuses on leadership, organizational behavior, team dynamics, human resource management, social networks, ESG, and Diversity, Equity and Inclusion (DEI). (n.andrew.cohen.phd@gmail.com)

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Published

2022

How to Cite

Alabduljader, N. M., Crane, B., & Cohen, N. A. (2022). Team Experience and Leadership Structure Preference. Arab Journal of Administrative Sciences, 29(1), 125–168. https://doi.org/10.34120/ajas.v29i1.1109

Issue

Vol. 29 No. 1 (2022)

Section

Management

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