Socioeconomic Status and Leader Behavior: Impacts on Team Performance

Gujar, Yash

Socioeconomic Status and Leader Behavior: Impacts on Team Performance

dc.contributor.advisor	Mumford, Michael
dc.contributor.author	Gujar, Yash
dc.contributor.committeeMember	Connelly, Shane
dc.contributor.committeeMember	Mendoza, Jorge
dc.date.accessioned	2020-03-24T15:43:12Z
dc.date.available	2020-03-24T15:43:12Z
dc.date.issued	2020-05
dc.date.manuscript	2020-03
dc.description.abstract	Although socioeconomic status (SES) was found, in early studies, to be strongly related to leader emergence, in recent years the impact of SES on leadership has received little attention. In the present study, 48 teams were asked to work on a turnaround plan and then nominate team leaders. Team leader socioeconomic status was assessed, along with three key leadership behaviors—initiating structure, leader-member exchange, and servant leadership. The impact of these behaviors, and SES, on the quality, originality, and elegance of team turnaround plans was assessed. Although initiating structure did interact with SES with respect to the elegance of team plans, generally, the SES of leaders had little impact on team performance. The implications of these observations for understanding the impact of SES on leader performance are discussed. Keywords: Leadership, socioeconomic status, initiating structure, LMX, servant leadership.	en_US
dc.identifier.uri	https://hdl.handle.net/11244/323814
dc.language	en_US	en_US
dc.subject	Leadership	en_US
dc.subject	Socioeconomic Status	en_US
dc.subject	Initiating Structure	en_US
dc.subject	Servant Leadership	en_US
dc.subject	LMX	en_US
dc.thesis.degree	Master of Science	en_US
dc.title	Socioeconomic Status and Leader Behavior: Impacts on Team Performance	en_US
ou.group	College of Arts and Sciences::Department of Psychology	en_US
shareok.orcid	0000-0002-8972-8879	en_US