On the origins of informal hierarchy: The interactive role of formal leadership and task complexity

Jacoba Oedzes*, Geert van der Vegt, Floortje Rink, Frank Walter

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

5 Citations (Scopus)
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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.
Original languageEnglish
Pages (from-to)311-324
Number of pages14
JournalJournal of Organizational Behavior
Volume40
Issue number3
DOIs
Publication statusPublished - Mar-2019

Keywords

  • Informal hierarchy
  • Formal leadership
  • Task complexity
  • EMPOWERING LEADERSHIP
  • MODERATING ROLE
  • SOCIAL-STATUS
  • PERFORMANCE
  • TEAMS
  • POWER
  • DOMINANCE
  • DIFFERENTIATION
  • COMPLEMENTARITY
  • MANAGEMENT

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