Conference Paper

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

Conference: British Academy of Management, At Liverpool

ABSTRACT

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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    • "We contend that anger will not always have a negative outcome. Research demonstrates that negative emotion can produce better performance in teams (Jordan et al., 2006; Mitchell et al., 2014), and has been linked to leadership effectiveness in some contexts (Lindebaum and Fielden, 2011). Our article is structured along these lines. "
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    ABSTRACT: Practicing Organization Development: Leading Transformation and Change, Fourth Edition is your newly revised guide to successful organization development. This edition has been updated to explore the cutting edge of change management, leadership development, organizational transformation, and society benefit. These concepts are explored through emerging and increasingly accepted strengths-based approaches such as: appreciative inquiry, emotionally and socially intelligent leadership, positive organization development, and sustainable enterprises. This edition offers both theoretical concepts and guides to practical applications, providing you with the knowledge, techniques, and tools to put organizational development to effective use in the workplace. Organization development is an evolving field focused on understanding and positively impacting the human system processes of groups, teams, organizations, and individual leaders. Thorough organization development results in increased effectiveness, improved health, and overall success. This book shows how to attain positive change by: identifying contemporary themes in organization development, executing organization development approaches, as well as elevating and extending research agenda. This book also illustrates how to influence organizational stakeholders, and how to use this influence to enact key organization development practices. This new edition is enhanced by: Updated chapter-by-chapter lesson plans, contributor-submitted PowerPoint lesson templates, sample syllabi, and workshop agendas Revised sample exercises, a test bank, and additional case studies Expanded online appendices that cover regional organization development concepts from around the globe, as well as overviews of additional special issues Organization development is quickly becoming an important aspect of MBA curricula. Practicing Organization Development: Leading Transformation and Change, Fourth Edition gives graduate and doctorate program participants a comprehensive overview of organization development, the resources to learn the field, and the tools to apply their knowledge.
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