TEAM LEADERS AND SENSE-MAKING
Wu, M., The University of Western Australia, Australia
The role of leaders in organisational sense making is emphasized in the literature. However, how team leaders make sense of their environments is absent from the theoretical literature. Because of individual indifferences in attending to, and processing of, incoming information, team leaders are likely to perceive, interpret and respond to incoming information in highly diverse ways. Four domain-specific cognitions of team leaders' work cognitions (leadership self-efficacy, perceived organisational support, role ambiguity, and role overload) and six dispositions (propensity to trust, optimism, power distance, need for socialised dominance, collectivism, uncertainty avoidance) that may have significance in influencing their beliefs about teamwork were identified. The three categories of team leaders' beliefs that inhibit teamwork are perceptions of job insecurity, perceptions of the passing of power and control to their subordinates as threats to their authority, and negative beliefs regarding team members' capabilities.