By Sarah Cliffe
There’s sometimes a disconnect between how we talk about leadership qualities (we tend to use words like authority, power, and emotional intelligence) and what we actually require from the people leading teams and other working groups (arguably, competence and a deep knowledge of the specific work that needs to get done).
In a forthcoming Journal of Applied Psychology article, researchers from Stanford and Erasmus University explore which set of qualities matters most to team performance. The paper also looks at when power differences contribute to team success, and when they damage it.
I spoke with Stanford’s Lindred Greer about the research; an edited version of our conversation appears below. The other authors on the article are Murat Taraki (lead author) and Patrick Groenen, both at the Rotterdam School of Management. Continue reading
