Does it matter how I behave before I step into the leader role? Intrapersonal behavioral shift in temporary leadership role transition and its effect on perceived leadership effectiveness
研究了在轮换领导团队中，成员从非领导角色转为领导角色时，关系导向和任务导向行为的突然变化如何影响他人对其领导效能的评价，发现关系导向行为的大幅变化会降低感知领导效能。
Although leader behavioral adaptability is generally considered a strength, there may be situations where large abrupt changes in behavior diminish perceptions of leadership effectiveness. We argue that in teams with rotating leadership, within-person behavioral shift in relationship- and task-oriented behaviors when transitioning from a nonleader to a leader role will negatively influence follower perceptions of leadership effectiveness. We also contend that this effect is stronger when teams receive behavior-focused training, and are thus more attuned to others’ behaviors. To test our hypotheses, we conducted a randomized controlled intervention study with 183 student teams. Results from multilevel polynomial regression analysis on the overall sample showed that a substantial shift in relationship-oriented behaviors negatively affected perceived leadership effectiveness, while the corresponding effect for task-oriented behaviors was not significant. While the predicted pattern of relationships was not found in the two subgroups, in control group teams an increase in task-oriented, or a decrease in relationship-oriented behaviors, by leaders following role transition was generally viewed positively, which was not the case for intervention teams. Implications of these findings for research, theory and practice are discussed.