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C. Shawn Burke, Stephen M. Fiore & Eduardo Salas

In: Shared Leadership: Reframing the Hows and Whys of Leadership

Chapter 5: The Role of Shared Cognition in Enabling Shared Leadership and Team Adaptability

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The Role of Shared Cognition in Enabling Shared Leadership and Team Adaptability
The role of shared cognition in enabling shared leadership and team adaptability
C. ShawnBurke, Stephen M.Fiore, EduardoSalas

Organizations are increasingly using teams as a predominant strategy when faced with environments characterized by complexity and ambiguity. These teams are typically composed of two or more members who work interdependently and adaptively to accomplish a common goal or mission. Such teams typically have specific role assignments and they often disband once the goal is reached or mission is completed (Salas, Dickinson, Converse, & Tannenbaum, 1992). Moreover, due to the complicated nature of the tasks facing those in industry and the military, these teams are increasingly becoming cross-functional (see Northcraft, Polzer, Neale, & Kramer, 1995; Knight et al., ...

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