Conference Paper

Transformation through Tension: The Moderating Impact of Negative Affect on Transformational Leadership in Teams.

Conference: British Academy of Management, At Liverpool


Transformational leadership has consistently been argued to enhance diverse team outcomes, yet related research has generated ambiguous findings. We suggest that our understanding of diverse team leadership would benefit from pathways that explicitly recognize tensions between disparate, and even oppositional, team dynamics. While previous leadership models have not yet adequately recognised these disparate effects, we suggest that performance is enhanced in interprofessional teams when transformational leaders engender dynamics that are characterised by a tension between interprofessional motivation, reflecting a drive to collaborate across professional boundaries, and a negative affective environment, characterised by hostility and anger. In order to investigate this tension between collaboration and divergence, the current study develops and finds support for a model of leadership and interprofessional team performance through two pathways reflecting the parallel mediating effects of interprofessional motivation and openness to diversity, and moderating role for negative affect.

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    ABSTRACT: Grounded in a social functional perspective, this article examines the conditions under which group affect influences group functioning. Using meta-analysis, the authors leverage heterogeneity across 39 independent studies of 2,799 groups to understand how contextual factors— group affect source (exogenous or endogenous to the group) and group life span (one-shot or ongoing)—moderate the influence of shared feelings on social integration and task performance. As predicted, results indicate that group positive affect has consistent positive effects on social integration and task performance regardless of contextual idiosyncrasies. The effects of group negative affect, on the other hand, are context-dependent. Shared negative feelings promote social integration and task performance when stemming from an exogenous source or experienced in a 1-shot group, but undermine social integration and task performance when stemming from an endogenous source or experienced in an ongoing group. The authors discuss implications of their findings and highlight directions for future theory and research on group affect.
    Journal of Applied Psychology 07/2015; 100(4):1214-1227. DOI:10.1037/apl0000006 · 4.31 Impact Factor

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Jun 3, 2014