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Although interest in multilevel organizational theory, research, and methods has been on the rise in recent years, vigorous debates in the literature regarding appropriate ways to conceptualize and measure multilevel constructs, justify aggregation, and analyze multilevel models have contributed to confusion. New investigators interested in testing multilevel theory are intrigued, but wary. The goal of this article is to cut through the confusion, identifying the critical choices and issues a researcher may confront as he or she shifts from a single level to a multilevel perspective. The authors address four primary choices—construct and measurement issues, model specification, research design and sampling, and data analyses— describing critical steps in conceptualizing and conducting multilevel research.

Which comes first—team social networks or emergent team states (e.g., team climate)? We argue that team members' social network ties and team members' climate perceptions coevolve over time as a function of six reciprocal and co-occurring processes. We test our conceptual framework in a 10-month longitudinal study of perceptions of team psychological safety and social network ties in 69 work teams and find considerable support for our hypotheses. Our main results suggest that perceptions of psychological safety predict network ties. The more psychologically safe team members perceive their team to be, the more likely they are to ask their teammates for advice and to see them as friends, and the less likely they are to report difficult relationships with them. At the same time, network ties predict psychological safety. Team members adopt their friends' and advisors' perceptions of the team's psychological safety and reject the perceptions of those with whom they report a difficult relationship. Our framework and findings suggest that conceptual models and tests of unidirectional or team-level effects are likely to substantially misrepresent the mechanisms by which network ties and emergent team states coevolve.

This paper examines the leadership of extreme action teams—teams whose highly skilled members cooperate to perform urgent, unpredictable, interdependent, and highly consequential tasks while simultaneously coping with frequent changes in team composition and training their teams' novice members. Our qualitative investigation of the leadership of extreme action medical teams in an emergency trauma center revealed a hierarchical, deindividualized system of shared leadership. At the heart of this system is dynamic delegation: senior leaders' rapid and repeated delegation of the active leadership role to and withdrawal of the active leadership role from more junior leaders of the team. Our findings suggest that dynamic delegation enhances extreme action teams' ability to perform reliably while also building their novice team members' skills. We highlight the contingencies that guide senior leaders' delegation and withdrawal of the active leadership role, as well as the values and structures that motivate and enable the shared, ongoing practice of dynamic delegation. Further, we suggest that extreme action teams and other "improvisational" organizational units may achieve swift coordination and reliable performance by melding hierarchical and bureaucratic role-based structures with flexibility-enhancing processes. The insights emerging from our findings at once extend and challenge prior leadership theory and research, paving the way for further theory development and research on team leadership in dynamic settings.