TY  - CHAP
AB  - Abstract Collective global leadership requires team members to attempt to influence as well as accept influence from each other across multiple cultural, linguistic, and national boundaries, which is affected by the extent to which team members perceive the team as being safe for interpersonal risk-taking or the level of psychological safety in the team. The higher levels of collective leadership can, in turn, enhance the perceived psychological safety, and thereby create more positive outcomes for the team. This reciprocal relationship may be influenced by changes in team dynamics across the different stages of a team lifecycle. Using an inductive longitudinal study of 76 teams for nine months, we uncover the time-variant mutually reinforcing relationship between collective global leadership and team psychological safety. Our results show that the strength of this reciprocal relationship varies such that it is absent in the initial stage, becomes prominent in the middle stage, and then remains present, yet somewhat weakened, in the final stage of the team lifecycle. Our results also show that the initial collective leadership patterns in the team positively affect final leadership patterns, and this relationship is mediated by the team’s psychological safety in the middle stage of the team lifecycle. We discuss implications of this study on the theory and practice of global leadership and multinational teams.
VL  - 12
SN  - 978-1-83867-075-7, 978-1-83867-074-0/1535-1203
DO  - 10.1108/S1535-120320190000012004
UR  - https://doi.org/10.1108/S1535-120320190000012004
AU  - Mohan Gouri
AU  - Lee Yih-teen
PY  - 2019
Y1  - 2019/01/01
TI  - Temporal Dynamics of Collective Global Leadership and Team Psychological Safety in Multinational Teams: An Empirical Investigation
T2  - Advances in Global Leadership
T3  - Advances in Global Leadership
PB  - Emerald Publishing Limited
SP  - 29
EP  - 47
Y2  - 2024/04/24
ER  -