Do visionary and servant leaders reduce cognitive uncertainty of professionals? A study of team-based settings in public organizations

Team-based organizations meet societal demands by becoming flexible, innovative, and responsive. However, decreased reliance on rules in such may negate an original purpose of bureaucracies: reducing employees’ cognitive uncertainty. Drawing social identity learning theories, this article examines how servant visionary leadership reduce uncertainty team-based organizations. Using multilevel SEM data from 914 professionals 101 Dutch public-sector teams, it shows that reduces through team cohesion directly behaviour. The findings show can without reverting to rules.