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- W2335626587 abstract "As knowledge becomes increasingly specialized and organizational innovation challenges increase in importance and complexity, specialized teams need to bridge with other specialized teams forming cross-functional innovation-focused multiteam systems (MTSs). Theories of collective leadership provide a valuable lens for understanding how the social structure of influence processes throughout MTSs holds the potential to catalyze innovative new ideas. We advance a topological networks view of collective leadership to understand how emergent patterns of informal leadership within teams, between teams, among emergent leaders, and across the system as a whole give rise to innovation. We test hypotheses about relationships between MTS leadership networks with resulting innovative output in two student MTSs samples formed by linking semester-long team projects across two universities in the US and France. Findings reveal that characteristics of leadership networks have important downstream consequences for innovation. Broadly, innovation arises in MTSs whose perceptual leadership networks are high in: (1) bridging ties connecting distinct teams and (2) reciprocity among emergent leaders. More specifically, findings suggest that a) direction- setting processes should be hierarchical within teams but dense among between-team leaders; b) motivational processes should be dense and decentralized throughout the system; and c) a select few between-team leaders should coordinate the MTS- goal focused actions of disconnected subgroups." @default.
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- W2335626587 date "2014-01-01" @default.
- W2335626587 modified "2023-09-27" @default.
- W2335626587 title "Impact of Leadership Network Structure on the Creative Output of Multiteam Systems" @default.
- W2335626587 doi "https://doi.org/10.5465/ambpp.2014.166" @default.
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