First Encounters of the Close Kind: The Formation Process of Airline Flight Crews
Abstract
Members of airline cockpit crews often have never worked together or even met prior to their scheduled flight. Crew members report that they can determine how effective a given captain will be as a crew leader in the first few minutes of the crew's life. This research examined six captains who were effective crew leaders and four who were less than effective. Data were collected both during the time of crew information and during line operations. The effective captains created multiple conditions for team effectiveness from the moment their crews first met. In initial briefings, for example, they affirmed the boundary of the group, discussed aspects of the work that required coordination (both within the crew, and with others), and fostered norms that encouraged teamwork. They also lessened crew members' traditional dependence on the captain by actively engaging members in their briefings. Although each used different tactics, the team effectiveness strategies used in the briefings remained consistent throughout the life of their crews. The less effective captains did not exhibit consistent team leadership strategies. Instead, each exercised control in ways that interfered with team effectiveness. Two of these captains inappropriately controlled their crews while the other two exhibited inappropriate control of their own behaviors. The findings show that crew members import both information and expectations into the crew formation process. Implications of the findings for the design and leadership of teams in organizations are explored.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 01, 1987
- Accession Number
- ADA187977
Entities
People
- Robert C. Ginnett
Organizations
- Air Force Institute of Technology