The role of leadership in shared mental model convergence and team performance improvement

An agent-based computational model

Shelley D. Dionne, Hiroki Sayama, Chanyu Hao, Benjamin James Bush

Research output: Contribution to journalReview article

53 Citations (Scopus)

Abstract

Research in shared mental models has immeasurably aided our understanding of effective teamwork and taskwork. However, little research has focused on the role that leaders play, if any, in influencing, developing and/or fostering shared mental models and thereby improving team performance. We developed an agent-based computational model based on McComb's theory of three-phase mental model development, where agents repeatedly share individual opinions (orientation phase), evaluate and respond to the opinions expressed by others (differentiation phase), and modify their understanding of the team based on the responses (integration phase). Leadership and team properties are represented in three experimental parameters: social network structure, heterogeneity of agents' domains of expertise, and level of their mutual interest. Participative leadership is represented by a fully connected network, while Leader-Member eXchange (LMX) is represented by a fully connected network of in-group members and several out-group members connected only to the leader. Our simulation results show that, in general, participative leadership promotes mental model convergence better than LMX. In the meantime, the team performance improvement is achieved by participative leadership only when members have both heterogeneous domains of expertise and strong mutual interest. In all other conditions, participative leadership causes the worst degradation of team performance through team development processes, while LMX is the best to minimize such team degradation. Implications and suggestions for future research are provided.

Original languageEnglish
Pages (from-to)1035-1049
Number of pages15
JournalLeadership Quarterly
Volume21
Issue number6
DOIs
Publication statusPublished - 2010 Dec
Externally publishedYes

Fingerprint

leadership
leader
performance
group membership
Foster Home Care
expertise
Research
Social Support
outgroup
development model
teamwork
Agent-based
Team performance
Computational model
Shared mental model
Performance improvement
social network
Leader-member exchange
simulation
cause

Keywords

  • Agent-based model
  • Computer simulation
  • Leadership
  • Mental model
  • Social network

ASJC Scopus subject areas

  • Business and International Management
  • Applied Psychology
  • Sociology and Political Science
  • Organizational Behavior and Human Resource Management

Cite this

The role of leadership in shared mental model convergence and team performance improvement : An agent-based computational model. / Dionne, Shelley D.; Sayama, Hiroki; Hao, Chanyu; Bush, Benjamin James.

In: Leadership Quarterly, Vol. 21, No. 6, 12.2010, p. 1035-1049.

Research output: Contribution to journalReview article

@article{a8d7f369a7bb419193a91cf72b72f0cd,
title = "The role of leadership in shared mental model convergence and team performance improvement: An agent-based computational model",
abstract = "Research in shared mental models has immeasurably aided our understanding of effective teamwork and taskwork. However, little research has focused on the role that leaders play, if any, in influencing, developing and/or fostering shared mental models and thereby improving team performance. We developed an agent-based computational model based on McComb's theory of three-phase mental model development, where agents repeatedly share individual opinions (orientation phase), evaluate and respond to the opinions expressed by others (differentiation phase), and modify their understanding of the team based on the responses (integration phase). Leadership and team properties are represented in three experimental parameters: social network structure, heterogeneity of agents' domains of expertise, and level of their mutual interest. Participative leadership is represented by a fully connected network, while Leader-Member eXchange (LMX) is represented by a fully connected network of in-group members and several out-group members connected only to the leader. Our simulation results show that, in general, participative leadership promotes mental model convergence better than LMX. In the meantime, the team performance improvement is achieved by participative leadership only when members have both heterogeneous domains of expertise and strong mutual interest. In all other conditions, participative leadership causes the worst degradation of team performance through team development processes, while LMX is the best to minimize such team degradation. Implications and suggestions for future research are provided.",
keywords = "Agent-based model, Computer simulation, Leadership, Mental model, Social network",
author = "Dionne, {Shelley D.} and Hiroki Sayama and Chanyu Hao and Bush, {Benjamin James}",
year = "2010",
month = "12",
doi = "10.1016/j.leaqua.2010.10.007",
language = "English",
volume = "21",
pages = "1035--1049",
journal = "Leadership Quarterly",
issn = "1048-9843",
publisher = "Elsevier Inc.",
number = "6",

}

TY - JOUR

T1 - The role of leadership in shared mental model convergence and team performance improvement

T2 - An agent-based computational model

AU - Dionne, Shelley D.

AU - Sayama, Hiroki

AU - Hao, Chanyu

AU - Bush, Benjamin James

PY - 2010/12

Y1 - 2010/12

N2 - Research in shared mental models has immeasurably aided our understanding of effective teamwork and taskwork. However, little research has focused on the role that leaders play, if any, in influencing, developing and/or fostering shared mental models and thereby improving team performance. We developed an agent-based computational model based on McComb's theory of three-phase mental model development, where agents repeatedly share individual opinions (orientation phase), evaluate and respond to the opinions expressed by others (differentiation phase), and modify their understanding of the team based on the responses (integration phase). Leadership and team properties are represented in three experimental parameters: social network structure, heterogeneity of agents' domains of expertise, and level of their mutual interest. Participative leadership is represented by a fully connected network, while Leader-Member eXchange (LMX) is represented by a fully connected network of in-group members and several out-group members connected only to the leader. Our simulation results show that, in general, participative leadership promotes mental model convergence better than LMX. In the meantime, the team performance improvement is achieved by participative leadership only when members have both heterogeneous domains of expertise and strong mutual interest. In all other conditions, participative leadership causes the worst degradation of team performance through team development processes, while LMX is the best to minimize such team degradation. Implications and suggestions for future research are provided.

AB - Research in shared mental models has immeasurably aided our understanding of effective teamwork and taskwork. However, little research has focused on the role that leaders play, if any, in influencing, developing and/or fostering shared mental models and thereby improving team performance. We developed an agent-based computational model based on McComb's theory of three-phase mental model development, where agents repeatedly share individual opinions (orientation phase), evaluate and respond to the opinions expressed by others (differentiation phase), and modify their understanding of the team based on the responses (integration phase). Leadership and team properties are represented in three experimental parameters: social network structure, heterogeneity of agents' domains of expertise, and level of their mutual interest. Participative leadership is represented by a fully connected network, while Leader-Member eXchange (LMX) is represented by a fully connected network of in-group members and several out-group members connected only to the leader. Our simulation results show that, in general, participative leadership promotes mental model convergence better than LMX. In the meantime, the team performance improvement is achieved by participative leadership only when members have both heterogeneous domains of expertise and strong mutual interest. In all other conditions, participative leadership causes the worst degradation of team performance through team development processes, while LMX is the best to minimize such team degradation. Implications and suggestions for future research are provided.

KW - Agent-based model

KW - Computer simulation

KW - Leadership

KW - Mental model

KW - Social network

UR - http://www.scopus.com/inward/record.url?scp=78649908048&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=78649908048&partnerID=8YFLogxK

U2 - 10.1016/j.leaqua.2010.10.007

DO - 10.1016/j.leaqua.2010.10.007

M3 - Review article

VL - 21

SP - 1035

EP - 1049

JO - Leadership Quarterly

JF - Leadership Quarterly

SN - 1048-9843

IS - 6

ER -