Reflective and decisive supervision: The role of participative leadership and team climate in joint decision-making

Tessa Coffeng; Elianne van Steenbergen; Femke de Vries; Niklas K. Steffens; Naomi Ellemers

doi:10.1111/rego.12449

Reflective and decisive supervision: The role of participative leadership and team climate in joint decision-making

Tessa Coffeng, Elianne van Steenbergen, Femke de Vries, Niklas K. Steffens, Naomi Ellemers

Research output: Contribution to journal › Article › Academic › peer-review

Abstract

Supervisory bodies can intervene in organizational practices that may harm society, but their effectiveness to do so depends on their ability to make decisions reflectively and decisively. Are these tendencies incompatible with each other or can they go together? Can empowering leadership (i.e. participative, coaching, informing behaviors) stimulate reflectiveness and decisiveness? A 10-item Joint Decision-Making Questionnaire was developed and tested among supervisory officers (N = 87) and supervisory board members (N = 158). Reflectiveness and decisiveness were positively correlated, indicating that these tendencies can be reconciled in joint decision-making (Study 1). An examination of 44 supervisory teams further revealed that participative leadership relates to more reflectiveness and decisiveness, via cooperative trust and goal commitment (Study 2). Moreover, teams that experienced this team climate prior to COVID-19 reported that they acted more reflectively and decisively during this crisis (Study 3). Hence, participative leaders can foster reflectiveness and decisiveness, by promoting cooperative trust and goal commitment.

Original language	English
Pages (from-to)	290-309
Number of pages	20
Journal	Regulation & Governance
Volume	17
Issue number	1
Early online date	27 Nov 2021
DOIs	https://doi.org/10.1111/rego.12449
Publication status	Published - Jan 2023

Bibliographical note

Funding Information:
This research was made possible by an NWO-Spinoza Prize awarded to the fifth author, and by the Dutch Authority for the Financial Markets (AFM) that funded 20 percent of the overall research project on “correcting for bias in supervision.” There has not been any involvement of funders in the entire research process, from study design to submission. The authors thank Frederique Romeyn and Annelies Compagner for their assistance in collecting data for the current research. The authors also thank Floor Rink, Melanie de Waal, and Wiebren Jansen for their valuable comments on previous versions of this manuscript. This manuscript was in an earlier stage presented by the first author at the Dutch Society of Work and Organisational Psychology (WAOP) Conference 2017, and the ECPR Standing Group on Regulatory Governance Conference 2018.

Funding Information:
This research was made possible by an NWO‐Spinoza Prize awarded to the fifth author, and by the Dutch Authority for the Financial Markets (AFM) that funded 20 percent of the overall research project on “correcting for bias in supervision.” There has not been any involvement of funders in the entire research process, from study design to submission. The authors thank Frederique Romeyn and Annelies Compagner for their assistance in collecting data for the current research. The authors also thank Floor Rink, Melanie de Waal, and Wiebren Jansen for their valuable comments on previous versions of this manuscript. This manuscript was in an earlier stage presented by the first author at the Dutch Society of Work and Organisational Psychology (WAOP) Conference 2017, and the ECPR Standing Group on Regulatory Governance Conference 2018.

Publisher Copyright:
© 2021 The Authors. Regulation & Governance published by John Wiley & Sons Australia, Ltd.

Keywords

COVID-19
cooperative trust
decision-making
goal commitment
participative leadership

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

Access to Document

10.1111/rego.12449Licence: CC BY

Regulation Governance - 2021 - CoffengFinal published version, 606 KBLicence: CC BY

Cite this

@article{f2df105c99dd4dd69cea90fe5e60b83a,

title = "Reflective and decisive supervision: The role of participative leadership and team climate in joint decision-making",

abstract = "Supervisory bodies can intervene in organizational practices that may harm society, but their effectiveness to do so depends on their ability to make decisions reflectively and decisively. Are these tendencies incompatible with each other or can they go together? Can empowering leadership (i.e. participative, coaching, informing behaviors) stimulate reflectiveness and decisiveness? A 10-item Joint Decision-Making Questionnaire was developed and tested among supervisory officers (N = 87) and supervisory board members (N = 158). Reflectiveness and decisiveness were positively correlated, indicating that these tendencies can be reconciled in joint decision-making (Study 1). An examination of 44 supervisory teams further revealed that participative leadership relates to more reflectiveness and decisiveness, via cooperative trust and goal commitment (Study 2). Moreover, teams that experienced this team climate prior to COVID-19 reported that they acted more reflectively and decisively during this crisis (Study 3). Hence, participative leaders can foster reflectiveness and decisiveness, by promoting cooperative trust and goal commitment.",

keywords = "COVID-19, cooperative trust, decision-making, goal commitment, participative leadership",

author = "Tessa Coffeng and {van Steenbergen}, Elianne and {de Vries}, Femke and Steffens, {Niklas K.} and Naomi Ellemers",

note = "Funding Information: This research was made possible by an NWO-Spinoza Prize awarded to the fifth author, and by the Dutch Authority for the Financial Markets (AFM) that funded 20 percent of the overall research project on “correcting for bias in supervision.” There has not been any involvement of funders in the entire research process, from study design to submission. The authors thank Frederique Romeyn and Annelies Compagner for their assistance in collecting data for the current research. The authors also thank Floor Rink, Melanie de Waal, and Wiebren Jansen for their valuable comments on previous versions of this manuscript. This manuscript was in an earlier stage presented by the first author at the Dutch Society of Work and Organisational Psychology (WAOP) Conference 2017, and the ECPR Standing Group on Regulatory Governance Conference 2018. Funding Information: This research was made possible by an NWO‐Spinoza Prize awarded to the fifth author, and by the Dutch Authority for the Financial Markets (AFM) that funded 20 percent of the overall research project on “correcting for bias in supervision.” There has not been any involvement of funders in the entire research process, from study design to submission. The authors thank Frederique Romeyn and Annelies Compagner for their assistance in collecting data for the current research. The authors also thank Floor Rink, Melanie de Waal, and Wiebren Jansen for their valuable comments on previous versions of this manuscript. This manuscript was in an earlier stage presented by the first author at the Dutch Society of Work and Organisational Psychology (WAOP) Conference 2017, and the ECPR Standing Group on Regulatory Governance Conference 2018. Publisher Copyright: {\textcopyright} 2021 The Authors. Regulation & Governance published by John Wiley & Sons Australia, Ltd.",

year = "2023",

month = jan,

doi = "10.1111/rego.12449",

language = "English",

volume = "17",

pages = "290--309",

journal = "Regulation & Governance",

issn = "1748-5991",

publisher = "Wiley-Blackwell Publishing Ltd",

number = "1",

}

TY - JOUR

T1 - Reflective and decisive supervision

T2 - The role of participative leadership and team climate in joint decision-making

AU - Coffeng, Tessa

AU - van Steenbergen, Elianne

AU - de Vries, Femke

AU - Steffens, Niklas K.

AU - Ellemers, Naomi

N1 - Funding Information: This research was made possible by an NWO-Spinoza Prize awarded to the fifth author, and by the Dutch Authority for the Financial Markets (AFM) that funded 20 percent of the overall research project on “correcting for bias in supervision.” There has not been any involvement of funders in the entire research process, from study design to submission. The authors thank Frederique Romeyn and Annelies Compagner for their assistance in collecting data for the current research. The authors also thank Floor Rink, Melanie de Waal, and Wiebren Jansen for their valuable comments on previous versions of this manuscript. This manuscript was in an earlier stage presented by the first author at the Dutch Society of Work and Organisational Psychology (WAOP) Conference 2017, and the ECPR Standing Group on Regulatory Governance Conference 2018. Funding Information: This research was made possible by an NWO‐Spinoza Prize awarded to the fifth author, and by the Dutch Authority for the Financial Markets (AFM) that funded 20 percent of the overall research project on “correcting for bias in supervision.” There has not been any involvement of funders in the entire research process, from study design to submission. The authors thank Frederique Romeyn and Annelies Compagner for their assistance in collecting data for the current research. The authors also thank Floor Rink, Melanie de Waal, and Wiebren Jansen for their valuable comments on previous versions of this manuscript. This manuscript was in an earlier stage presented by the first author at the Dutch Society of Work and Organisational Psychology (WAOP) Conference 2017, and the ECPR Standing Group on Regulatory Governance Conference 2018. Publisher Copyright: © 2021 The Authors. Regulation & Governance published by John Wiley & Sons Australia, Ltd.

PY - 2023/1

Y1 - 2023/1

N2 - Supervisory bodies can intervene in organizational practices that may harm society, but their effectiveness to do so depends on their ability to make decisions reflectively and decisively. Are these tendencies incompatible with each other or can they go together? Can empowering leadership (i.e. participative, coaching, informing behaviors) stimulate reflectiveness and decisiveness? A 10-item Joint Decision-Making Questionnaire was developed and tested among supervisory officers (N = 87) and supervisory board members (N = 158). Reflectiveness and decisiveness were positively correlated, indicating that these tendencies can be reconciled in joint decision-making (Study 1). An examination of 44 supervisory teams further revealed that participative leadership relates to more reflectiveness and decisiveness, via cooperative trust and goal commitment (Study 2). Moreover, teams that experienced this team climate prior to COVID-19 reported that they acted more reflectively and decisively during this crisis (Study 3). Hence, participative leaders can foster reflectiveness and decisiveness, by promoting cooperative trust and goal commitment.

AB - Supervisory bodies can intervene in organizational practices that may harm society, but their effectiveness to do so depends on their ability to make decisions reflectively and decisively. Are these tendencies incompatible with each other or can they go together? Can empowering leadership (i.e. participative, coaching, informing behaviors) stimulate reflectiveness and decisiveness? A 10-item Joint Decision-Making Questionnaire was developed and tested among supervisory officers (N = 87) and supervisory board members (N = 158). Reflectiveness and decisiveness were positively correlated, indicating that these tendencies can be reconciled in joint decision-making (Study 1). An examination of 44 supervisory teams further revealed that participative leadership relates to more reflectiveness and decisiveness, via cooperative trust and goal commitment (Study 2). Moreover, teams that experienced this team climate prior to COVID-19 reported that they acted more reflectively and decisively during this crisis (Study 3). Hence, participative leaders can foster reflectiveness and decisiveness, by promoting cooperative trust and goal commitment.

KW - COVID-19

KW - cooperative trust

KW - decision-making

KW - goal commitment

KW - participative leadership

UR - http://www.scopus.com/inward/record.url?scp=85119996964&partnerID=8YFLogxK

U2 - 10.1111/rego.12449

DO - 10.1111/rego.12449

M3 - Article

SN - 1748-5991

VL - 17

SP - 290

EP - 309

JO - Regulation & Governance

JF - Regulation & Governance

IS - 1

ER -

Reflective and decisive supervision: The role of participative leadership and team climate in joint decision-making

Abstract

Bibliographical note

Keywords

UN SDGs

Access to Document

Other files and links

Fingerprint

Cite this