Emergent Team Roles in Organizational Meetings: Identifying Communication Patterns via Cluster Analysis
Previous team role taxonomies have largely relied on self-report data, have focused on functional roles and have described individual predispositions or personality traits. Instead, this study takes a communicative approach and proposes that team roles are produced, shaped and sustained in communica...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Beck, Stephenson J [verfasserIn] |
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| Format: |
Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2016 |
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| Rechteinformationen: |
Nutzungsrecht: © 2016 Central States Communication Association 2016 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Communication studies - West Lafayette, Ind. : Purdue Univ., 1989, 67(2016), 1, Seite 37-57 |
|---|---|
| Übergeordnetes Werk: |
volume:67 ; year:2016 ; number:1 ; pages:37-57 |
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| DOI / URN: |
10.1080/10510974.2015.1074087 |
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| 520 | |a Previous team role taxonomies have largely relied on self-report data, have focused on functional roles and have described individual predispositions or personality traits. Instead, this study takes a communicative approach and proposes that team roles are produced, shaped and sustained in communicative behaviors. To identify team roles communicatively, 59 regular organizational meetings were videotaped and analyzed. Cluster analysis revealed five emergent roles: the solution seeker, the problem analyst, the procedural facilitator, the complainer, and the indifferent. In terms of meeting outcomes, solution seekers were beneficial to idea longevity, whereas complainers were harmful for meeting satisfaction and idea longevity. Future research directions and managerial implications are highlighted. | ||
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Emergent Team Roles in Organizational Meetings: Identifying Communication Patterns via Cluster Analysis |
| abstract |
Previous team role taxonomies have largely relied on self-report data, have focused on functional roles and have described individual predispositions or personality traits. Instead, this study takes a communicative approach and proposes that team roles are produced, shaped and sustained in communicative behaviors. To identify team roles communicatively, 59 regular organizational meetings were videotaped and analyzed. Cluster analysis revealed five emergent roles: the solution seeker, the problem analyst, the procedural facilitator, the complainer, and the indifferent. In terms of meeting outcomes, solution seekers were beneficial to idea longevity, whereas complainers were harmful for meeting satisfaction and idea longevity. Future research directions and managerial implications are highlighted. |
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Previous team role taxonomies have largely relied on self-report data, have focused on functional roles and have described individual predispositions or personality traits. Instead, this study takes a communicative approach and proposes that team roles are produced, shaped and sustained in communicative behaviors. To identify team roles communicatively, 59 regular organizational meetings were videotaped and analyzed. Cluster analysis revealed five emergent roles: the solution seeker, the problem analyst, the procedural facilitator, the complainer, and the indifferent. In terms of meeting outcomes, solution seekers were beneficial to idea longevity, whereas complainers were harmful for meeting satisfaction and idea longevity. Future research directions and managerial implications are highlighted. |
| abstract_unstemmed |
Previous team role taxonomies have largely relied on self-report data, have focused on functional roles and have described individual predispositions or personality traits. Instead, this study takes a communicative approach and proposes that team roles are produced, shaped and sustained in communicative behaviors. To identify team roles communicatively, 59 regular organizational meetings were videotaped and analyzed. Cluster analysis revealed five emergent roles: the solution seeker, the problem analyst, the procedural facilitator, the complainer, and the indifferent. In terms of meeting outcomes, solution seekers were beneficial to idea longevity, whereas complainers were harmful for meeting satisfaction and idea longevity. Future research directions and managerial implications are highlighted. |
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Lehmann-Willenbrock, Nale Kauffeld, Simone |
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10.1080/10510974.2015.1074087 |
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2024-07-03T16:05:37.938Z |
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