Analyses on the level of leadership behaviours
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 peer leadership behaviours
Similar to the data presented for the leadership roles, the subsequent table provides percentages representing how many participants perceived each of the behaviours as (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., Social leader), and the behaviour items corresponding to said role (e.g., Socia_1, Socia_2, and Socia_3). The table containing the descriptions of these behaviours is sorted in such a way that the first behaviour listed with e.g., the “Social Leader” corresponds to the code “Socia_1”, while the second corresponds to “Socia_2”, etc.
Peer 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 to assess the internal consistency of the measures. It is important to note that the survey assessed both behaviours and roles separately.
