Each leadership role consisted of one or more leadership behaviours (you can find the full descriptions of these behaviours here). For the sake of clarity, we focused in this report on the leadership roles. However, here you can find some additional information and analyses pertaining to the leadership behaviours. We also have included these same findings, but split for each of the different kinds of teams within the university (research teams, ATP-teams, POC teams, and faculty/departmental/campus boards).
Perceived relevance of formal leadership behaviours
Similar to the data presented for the leadership roles, the subsequent table presents the percentage of participants that indicated a specific behaviour to be (1) not relevant; (2) relevant but not fulfilled; and (3) relevant and fulfilled. The listed behaviours are aligned with their corresponding leadership roles for easy reference. The table thus contains both the findings for the leadership roles (e.g., External leader), and the behaviour items corresponding to said role (e.g., Exter_1, Exter_2, and Exter_3, Exter_4, Exter_5, Exter_6). The table containing the descriptions of these behaviours is sorted in such a way that the first behaviour listed with e.g., the “External Leader” corresponds to the code “Exter_1”, while the second corresponds to “Exter_2”, etc.
Formal leadership behaviours related to outcomes
The following table displays the correlations between leadership behaviours and outcome items. Additionally, for leadership roles that were supported by more than one underlying behaviour, Cronbach's alpha scores are provided. The survey included both behaviours and roles.