Journal article
Authors list: Oedzes, Jacoba J.; Van der Vegt, Gerben S.; Rink, Floor A.; Walter, Frank
Publication year: 2019
Pages: 311-324
Journal: Journal of Organizational Behavior
Volume number: 40
Issue number: 3
ISSN: 0894-3796
eISSN: 1099-1379
Open access status: Hybrid
DOI Link: https://doi.org/10.1002/job.2330
Publisher: Wiley
Abstract:
Informal hierarchies are a common and important feature of many groups, yet we know little about the antecedent conditions that determine the strength of such hierarchies. Building on theory that has depicted hierarchy as a mechanism for reducing uncertainty and creating structure, we posit that informal hierarchies emerge most strongly in situations that are ambiguous, ill-defined, and unstructured. Three independent studies confirm this notion, demonstrating that groups develop particularly strong informal hierarchies in situations characterized by both a lack of strong formal leadership and high task complexity. These findings support the theoretical notion that formal and informal hierarchies are closely related, but only under conditions of high task complexity in which the structuring functions of hierarchies are most crucial.
Citation Styles
Harvard Citation style: Oedzes, J., Van der Vegt, G., Rink, F. and Walter, F. (2019) On the origins of informal hierarchy: The interactive role of formal leadership and task complexity, Journal of Organizational Behavior, 40(3), pp. 311-324. https://doi.org/10.1002/job.2330
APA Citation style: Oedzes, J., Van der Vegt, G., Rink, F., & Walter, F. (2019). On the origins of informal hierarchy: The interactive role of formal leadership and task complexity. Journal of Organizational Behavior. 40(3), 311-324. https://doi.org/10.1002/job.2330