| dc.description.abstract | Complex and tightly coupled operations, despite
having clear command lines and rigorous procedures, may
be vulnerable to unexpected events that threaten their
operations. To succeed, they need the capacity to respond
flexibly and swiftly. In subsea operations, it has been proposed
that when disruptive events occur while the formal
leader is focused on task coordination, others with sufficient
time, competence and standing step in and exercise
informal leadership. This leadership redundancy has been
described as a managerial resource that provides critical
organizational slack. The present paper describes a methodology
to test the leadership redundancy hypothesis, and
summarizes preliminary findings. | no_NO |
