The Impact of Psychological Flexibility on Leadership Behavior in Self Managed Teams
This paper examines the impact of psychological flexibility on emergent leadership behavior in a sample of 395 MBA students, comprising 76 self-managed teams at a large Australian university. We hypothize that psychological flexibility enhances team member performance by allowing individuals to notice, comprehend and respond effectively to leadership opportunities in the team context. Consistent with predictions, results show that individuals’ psychological flexibility had a positive impact on emergent leadership behavior, which in turn influenced individuals’ peer-rated performance and individuals’ satisfaction with the team experience. The findings provide initial evidence that the development of psychological flexibility in team members can improve performance in self-managed teams.
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