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Transformational leadership and team innovation: Integrating team climate principles
... La primera, es que existen estudios que sugieren que la creatividad e innovación de un equipo no es la simple agregación de la creatividad e innovación de todos los miembros, sino que el equipo conforma una unidad independiente capaz de generar por sí misma mayores o menores resultados que los individuales (Edmonson, 1996; PirolaMerlo y Mann, 2004; Taggar, 2002; West, 2002). Los efectos directos e indirectos del liderazgo sobre la innovación a nivel de equipo han recibido mucha menos atención que la realizada a nivel individual u organizativa (Eisenbeiss et al., 2008) y, por tanto, conocemos menos sobre cómo las características de los líderes, sus relaciones con los subordinados y los efectos que en ellos producen explican el comportamiento innovador de los equipos. La segunda consideración que destacamos a este respecto consiste en que no se han realizado trabajos que consideren de forma integrada los efectos de los 3 dominios del liderazgo sobre la innovación de equipo, ni en qué medida dichos dominios y el clima se combinan para promover y facilitar la obtención de innovaciones en los equipos. ...
... Este hecho es sorprendente, al ser los equipos una de las vías que proporcionan mayor flexibilidad, creatividad e innovación a las organizaciones. Concretamente, desde el trabajo de Eisenbeiss et al. (2008) se hace una llamada explícita al esfuerzo de encontrar modelos integradores de diferentes corrientes de literatura para explicar cómo el liderazgo puede afectar al rendimiento de los equipos (p. 1444). ...
... También se ha mencionado que el papel del líder consiste en proporcionar ayuda y retroalimentación positiva o recompensas adecuadas, entre otros (Amabile et al., 1996; George y Zhou, 2007). Pero a pesar de las numerosas investigaciones sobre los estilos o comportamientos de los líderes para fomentar la creatividad e innovación, aún existe cierta ambigüedad respecto a la relación entre el liderazgo y la innovación (Mumford et al., 2007b; Eisenbeiss et al., 2008). Ello puede ser debido a las diferentes perspectivas desde las que ha sido considerado el estudio del liderazgo. ...
The present uses a team level and multi-domain analysis to offer a better understanding about how could leadership and climate combine to make teams more innovative. Data from 98 teams show the effects for different leadership domains — related to the leader, to the followers, and to the relationships between leader, team members and co-workers — on the generation of a climate for innovation. Specifically our results show a positive relationship between innovative expectations and the quality of the relationships and the generation of a climate for innovation. At the same time, we also show that a climate for innovation facilitates higher innovative team outputs. Additionally, theoretical and practical implications for differences between individual and team level effects are discussed.
... For example, the action of a spiritual leader would be perceived as more legitimate and appropriate if the organization possesses a strong spiritual climate, i.e. encouraging mutual respect and consideration among people. Note that there are many examples in the literature of climate exerting a moderating effect on relationships among leadership practices and employee outcomes, including climate for safety (Hofmann et al. 2003), innovative climate (Wang and Rode 2010), procedural justice climate and service climate (Walumbwa et al. 2010), and climate for excellence (Eisenbeiss et al. 2008), to name a few. One can particularly expect climate for spirituality to moderate the relationship of sense of calling to AC and NC. ...
... In contrast, leadership and climate may refer to higher-order phenomena that capture unitlevel characteristics. Indeed, research on other paradigms of leadership such as transformational leadership have reported evidence for both within-unit consensus on, and between-unit variance of, transformational leader behaviors, justifying aggregating leadership data at the unit level (e.g.Eisenbeiss et al. 2008; Zohar and Tenne-Gazit 2008; Kearney and Gebert 2009). The same phenomenon may occur with spiritual leadership. ...
... Similarly, a climate for spirituality may refer to a collective perception of norms and practices in use in a work unit (or an organization) that emphasize humanism, respect and trust. This unit-level conceptualization is consistent with a line of research that has addressed the cross-level moderating effects of climate in different work domains, such as safety (Hofmann et al. 2003), innovation (Wang and Rode 2010), service (Walumbwa et al. 2010), and excellence (Eisenbeiss et al. 2008). If spiritual leadership and climate for spirituality exert their effects at the unit level, this has implications for future research in this area. ...
In this article, the model of spiritual leadership of Fry and colleagues is built on to envision how spiritual leaders can influence employee commitment in the workplace, and ultimately job performance, organizational citizenship behaviors, retention, and psychological well-being. The model presented proposes sense of calling and sense of membership as mediators of the effects of spiritual leadership on four components of commitment (affective, normative, continuance-sacrifices, and continuance-alternatives). Three moderators of spiritual leadership are proposed: climate for spirituality, personal spirituality, and materialism. Based on recent research on commitment and its meaning with regard to spirituality, I derive a number of testable propositions that can guide further research on spiritual leadership and commitment. Finally, I discuss levels of analysis and generalizability of the model as key issues that research should address in the future.
... This study seeks to identify the leadership behaviors that are effective in boosting innovation capacity in organizations. However, in academic research and managerial practices, there are variations in the understanding of how leaders can drive innovation as a sustainable activity (Eisenbeiss, van Knippenberg & Boerner, 2008;Rank, Pace & Frese, 2004;Rosing et al., 2011). This study will examine how transformational and ambidextrous leadership work together to create a new entrepreneurial leadership model that can foster innovation performance within a supportive organizational climate. ...
... It occurs at two levels: the organization level and the team level (Zacher & Wilden, 2014). The first level of innovation, which is the benefit an organization can obtain from its innovation strategy (Jung, Chow, Wu, 2003), and the second is the team level of innovation, which is the outcome of the performance of teams (see Figure 2) (Eisenbeiss, van Knippenberg & Boerner, 2008). Crossan and Apaydin (2010) did a conceptual and descriptive study that focused on identifying and understanding the dimensions of innovation. ...
Abstract
Most companies strive to find the perfect portfolio of projects and activities that will drive growth and position in markets. Innovation is crucial to a company's survival and its ability to create a sustainable competitive advantage. This study seeks to identify the leadership behaviors that are effective in boosting innovation capacity in companies. It tries to reveal the most effective leadership style for leading innovation in modern organizations. It identifies the problem in managerial practice and academia that there is a lack of common understanding of how leaders can drive and foster innovation in organizations. The prime objective of this study is to verify and examine the role of transformational and ambidextrous leadership in organizational and team level innovation respectively within organizational climate supporting innovation practices. The findings show transformational leadership behaviors of CEOs can help to champion and enable innovation in their companies at organizational level. Furthermore, the ambidextrous leadership behaviors of team leaders can impact innovation outcomes at the team level. Nevertheless, a supportive organizational climate has an independent role in influencing innovation activates at both the organizational and team levels. These insights of a holistic and multiple levels of perception will create awareness for organizations executives to identify certain strategies and set of skills to develop and sustain organizational innovation.
... For example, studies including climate for safety (Zohar, 2000), climate for teamwork (Lindell & Brandt, 2000), and climate for work– family balance (Thompson, Beauvais, & Lyness, 1999) have shown that each climate dimension has meaningful consequences. Climate for innovation, which is in focus in our study, has attracted increasingly research attention during the past decade (Eisenbeiss, van Knippenberg, & Boerner, 2008; Jung, Wu, & Chow, 2008; King, de Chermont, West, Dawson, & Hebl, 2007; Sarros, Cooper, & Santora, 2008; Rasulzada & Dackert, 2009). Innovation can be described as the intentional process of development and application of ideas, processes, products, or procedures that are novel and designed to yield positive outcomes (West & Farr, 1990). ...
... They later conducted a similar study in a lager sample with the same result; transformational leadership was related to climate for innovation and firm innovation (Jung et al., 2008). In another study of 33 research and developing teams, transformational leadership was related to a supportive climate for innovation and team innovation (Eisenbeiss et al., 2008). Sarros et al. (2008) examined separate aspects of transformational leadership in relation to climate for innovation. ...
In this two-wave longitudinal panel study, the authors strived to advance understanding of how transformational leadership affects employee well-being over time. The authors proposed a model that included both direct and indirect effects, which was tested in a sample of social service employees. Results of structural equation modeling revealed that transformational leadership had no direct effect on well-being over time. Instead, both the short-term and long-term effects of transformational leadership on well-being were mediated by a positive climate for innovation. The study contributes to knowledge about the complicated processes by which leaders influence well-being of employees.
... The most popular leadership subject, transformational leadership, is related to objectives and results of the groups and individuals (Braun et al., 2013). According to Eisenbeiss et al. (2008), employees' perception of their managers' transformational leadership is positively related to innovative performance of teams at research and development (R&D) organizations. Research indicate that employees perform better when they think their managers have transformational leadership traits. ...
Purpose –Brand value, leadership and innovation subjects are vital for companies and organizations in order to be succesful and competitive. Therefore, aim of this study is investigating relationship between transformational leadership, R&D performance and employee based brand equity and what role R&D performance has.Design/methodology/approach –This study is carried out by collecting survey data from 135 managers or manager candidates who in R&D department of several defence companies. In the survey Bass and Avolio’s Multiple Leadership Questtionnaire (MLQ), Hirst’s R&D performance model and Kwon’s Employee Based Brand Equity scale were used. In order to test hyphotheses, reliability analysis, frequency analysis, Pearson correlation analysis and linear analysis was done using IBM SPSS software.Findings –The results of the anaylsis show that there is a statistically positive and meaningful relationship between transformational leadership, R&D performance and employee based brand equity. In addition, R&D performance has partial mediating effect on relationship between transformational leadership and employee based brand equity.Discussion –According to this study, transformational leadership affect R&D performance and employee based brand equity significantly. In order to increase R&D organization’s performance and employee based brand equity throughout an organization, manager selection should be made according to their transformational leadership traits. Since, employee based brand equity is a precursor of consumer based brand equity and consumer based brand equity is precursor of financial brand equity, companies should focus on increasing level of employee based brand equity inside their organizations as it is affected positively by R&D performance and transformational leadership while R&D performance is a mediatior between transformational leadership and employee based brand equity.
... 2. Organisational culture and structure: organisational cultures that value sustainability, ethical behaviour, and stakeholder inclusivity can foster sustainable leadership (Maak & Pless, 2006). Additionally, organisational structures that enable participation and collaboration can support sustainable leadership development (Eisenbeiss, 2009). 3. External pressures and demands: external forces, such as regulatory pressures, stakeholder expectations, and market demands, can push leaders to adopt a more sustainable approach. ...
This chapter examines the concept of sustainable leadership, a crucial strategy for modern organisations attempting to navigate the complexities of the twenty-first century. By incorporating economic viability, environmental stewardship, and social equity into decision-making processes, sustainable leadership can transcend traditional business imperatives. This holistic approach requires leaders to have a long-term perspective, consider broader systems, and engage diverse stakeholders proactively. This chapter explains the critical need for sustainable leadership, identifies its distinctive characteristics, and provides examples of its application in a variety of organisational contexts. In addition, it explores the cultivation of sustainable leadership competencies and the challenges and opportunities presented by this evolving paradigm. The objective is to encourage current and future leaders to adopt sustainable practices, thereby nurturing organisations that flourish and positively impact the world.
... Yang jadi kunci dari proses ini menurut Ansell & Gash (2008) adalah konsisten melakukan penciptaan dan koordinasi diantara peserta. Dalam manajemen, visi, komunikasi dikenal sebagai kepemimpinan luar biasa (Venus, 2019) juga penting untuk mendorong budaya inovasi melalui penciptaan bersama (DeRue C. & W. Karam, 2010;Eisenbeiss, S.A., 2008). ...
In recent years, innovation has become an instrument to improve the quality of services to the public. From year to year, the number of participants from innovation competitions was increased. However, after the competition over, innovation does not developed and tends to wither or even die. Therefore, there must be an effort made by leaders in every Regional Apparatus Organization (OPD). This study aimed to explain the efforts made by leaders in local governance organizations to cultivate innovation in public service. The data in this paper were collected through observations to each service unit, interviews with leaders, technical managers of innovation units in each OPD and a study of documentation of regional innovation data base reports. The findings, leaders must have a commitment to the institutions and employees to innovate; leaders who are adaptive and dare to take risks; accepts user’s complaints so they changed; collaborate and integrate with stakeholders to designed the public service innovation. Innovation is the result of collective work; leaders and employees have an influence on the sustainability of public service innovation.Keyword: Leaders, Regional Apparatus Organizations, Innovate, Public Service
... A causal waterfall display was then created, where source repetitions were used to separately show the significance and relationships o f the independent factors. Figure 10 Team climate has been described as the norms, attitudes, and expectations members perceive in the context of working on their team (Anderson & West, 1998;Edmondson, 1999;Eisenbeiss et al., 2008;Loo & Loewen, 2002;Mathieu et al., 2008;Rico et al., 2011). Kozlowski and Ilgen (2006) (Likert, 1967;McGregor, 1960). ...
The central question for this research was how can self-regulating teamwork behaviors (SRTB) be accomplished in Low-Volume and High-Complexity (LVHC) production work teams? Naturalistic case studies were used to explore factors in team composition, team context, and organization context that influence the generation and development of those behaviors in production work groups.
... In developing their arguments, Boies and Howell (2009) suggested that transformational leaders may influence team cognitions through intellectual stimulation and thereby encourage the exchange of task-relevant information (Avolio, Kahai, & Dodge, 2000), which, in turn, would lead to mental-model convergence. By encouraging team members to find innovative solutions to the task at hand while simultaneously finding areas of mutual team understanding and agreement, leaders using intellectual stimulation can help team members define the processes that will subsequently be used to complete their objectives (Eisenbeiss, van Knippenberg, & Boerner, 2008;Ling, Simsek, Lubatkin, & Veiga, 2008). ...
The effect of leadership on shared mental‐model emergence was investigated in the current study. In an experimental setting, 44 2‐, 3‐, and 4‐person teams (N = 129) working on a complex building‐block task were assigned to one of three leadership manipulations (inspirational motivation, intellectual stimulation, control). Team sessions were video recorded, and intra‐group communication patterns were coded. We found that leadership style influenced intra‐group communication patterns. Furthermore, leadership styles were related to shared mental‐model emergence through the mediating effect of intra‐group communication patterns. Specifically, task‐related communication mediated the relationship between both inspirational motivation and intellectual stimulation and taskwork models, while team‐related communication mediated the relationship between intellectual stimulation and both teamwork and taskwork mental models. These findings are particularly important for practice, as leadership behaviors were found to encourage teams to reach consensus on team and task functioning more quickly through improved communication and information exchange.
... Organisations are increasingly dependent on teams as the basic building blocks of modern organisations, and effective team work can facilitate the cross-fertilisation of innovative ideas (Hoch, 2013, Shin andZhou, 2003). Team innovation refers to the introduction or application within a team of ideas, processes, products, or procedures that are novel to the team and that are designed to be useful (Eisenbeiss, 2008). It is a team's ability to develop novel ideas (i.e. ...
Purpose – The aim of this paper is to study the influence of two climate for innovation constructs, namely leadership and organisational culture, on workplace innovation and career
satisfaction.
Design/methodology/approach – This study employed structural equation modelling to test the data from 3,125 engineering professionals in the Australian Public Service (APS).
Findings – The structural model indicated that leadership for innovation and ambidextrous culture for innovation influenced workplace innovation which, in turn, improved career satisfaction. Moreover, modelling revealed a significant relationship between ambidextrous culture for innovation and career satisfaction. This study also investigated mediation effects, and revealed both simple and sequential mediation paths in the model. It was found that improving workplace innovation and career satisfaction through recognition of an engineer’s contribution to their agency would assist in retaining and advancing in-house engineering expertise. Practical implications – The structural model could be used to address current shortages of engineering professionals in the Commonwealth of Australia departments. The findings emphasise the importance of Commonwealth departments providing opportunities for their engineers to engage in creative and innovative projects which enhance their professional career.
Originality/value – This study fills the gap in the innovation literature by exploring the relationships through which socio-psychological factors affect workplace innovation and career satisfaction on the innovation process for engineering professionals in the APS.
Keywords –Leadership, Innovation, Career satisfaction, Public sector, Engineer, Structural equation modelling, Australia
Paper type – Research paper
... If employees are motivated by their leaders, their creativity is enhanced (Zhou and Ren, 2011). Many researchers found a positive relation between Employee Creativity and Transformational Leadership (Eisenbeiss et al., 2008;Wu et al., 2008;Zhang et al., 2011). If employees engage themselves more in creative processes then possibility of creative and innovative outcomes is more there (Zhang and Bartol, 2010). ...
This study aims to examine the relationship between Transformational leadership and Organizational Innovation. This relationship is mediated through an intervening variable like Employee Creativity. Using the sample of 250 including supervisors and their respective subordinates of Telecommunication industry of Pakistan. This is purely quantitative research and a survey was designed to collect data from supervisors and subordinates to reduce the common method biasness. This study supports the " Transformational theory, LMX theory and Social learning theory " Data was analyzed by using SPSS and AMOS. The results of this study confirms the results of previous studies showing the significant relationship of Transformational leadership style, Employee Creativity and Organizational Innovation with each other, but in previous studies no indication was found about the cause of organizational Innovation through Employee creativity in Telecommunication sector of Pakistan. So the findings of current study have explicit practical considerations for leadership practice, particularly in the situation where both followers and leaders interact with each other.
... In addition, other evidence supports the claim that positive intermember relations reduce group motivation losses (Karau & Williams, 1993). The beneficial consequences of group climate have been widely documented in the literature (e.g.,Gil, Rico, Alcover & Barrasa, 2005;Eisenbeiss, van Knippenberg & Boerner, 2008;Tse, Dasborough & Ashkanasy, 2008); a positive climate can enhance the cognitive, emotional and behavioral functionality of the group, enhance the performance of team members, and increase the teams' ability to innovate. More recently, research on work teams has begun to make use of the concept of peer justice (Cropanzano, Li, & Benson, 2011), which " refers to a shared perception regarding how individuals who work together within the same unit and who do not have formal authority over each other judge the fairness with which they treat one another " (p. ...
The psychological contract is a key construct for understanding of how employees' perceptions and assessments of the fulfillment of obligations by organizational agents influence their attachment to and engagement with in-role and task behaviors and with extra-role behaviors. This chapter begins by raising the question of multiple foci social exchange relationships at work and their implications for the psychological contract. It concentrates on the level of the work team, analyzing how interactions and relations between team members, and especially with the team leader or supervisor, contribute to the formation of the psychological contract and the development of its content. Next, the chapter reviews research that has considered the team-level implications of the psychological contract and its potential link with leader-member exchange (LMX) processes. Further, it examines the relationships between the psychological contract, fairness and peer justice, and social support in teams.
... Recent studies introduce further situational mediators in this regard, for instance interaction behaviors (Yang, 2009), creativity levels (Wang & Zhu, 2011), social distance (Cole, et al., 2009), motive patterns of followers (Sosik et al., 1998) or team climate (Eisenbeiss et al., 2008). ...
... Groups are not likely to develop these unless they have effective leadership. It appears that the most N o t f o r d i s t r i b u t i o n effective leadership for such groups (whether this is internal or external to the group) is provided by a transformational leader (Eisenbeiss, Van Knippenberg, & Boerner, 2008;Zaccaro, Heinen, & Shuffl er, 2009). Such a leader inspires creativity through inducing a shared vision, having high expectations, showing individual consideration and support, and encouraging followers to take innovative approaches (Bass, 1998). ...
... Following this example, some conceptual sections of the dominant domain of transformational leadership could connect with topics from the periphery, such as Complexity, context and leadership, and jointly develop common colleges. This could be done by considering studies of complex multi-level contexts of leadership, for instance of the interaction between team-or even organizational-level climate and transformational leadership (Charbonnier-Voirin, El Akremi, & Vandenberghe, 2010; Eisenbeiss, van Knippenberg, & Boerner, 2008) into a college exploring climates such as supportive climates enhancing transformational leadership effects. Another opportunity would be to embrace a contingency view of transformational leadership that would examine when this leadership type leads to beneficial outcomes depending on a complex set of multi-level joint influences, such as personality (Judge & Bono, 2000), HR systems (Zhu, Chew, & Spangler, 2005) or organizational culture (Jaskyte, 2004 ). ...
... Thus, unless a principal's behavior is extremely wrong or immoral, his or her rules tend to be accepted without any criticism from the teachers (Koo & Nahm, 1997). Empirically, many researchers have suggested organizational culture values as potential moderators of leadership effectiveness (Chen, Lam, & Zhong, 2007;Eisenbeiss et al., 2008;Howell & Avolio 1993). In addition, some indirectly related research studies have suggested that specifically power distance orientation may play a role of moderator.Oh (2003), for instance, hypothesized that a hierarchical culture, as a moderator, might differently influence decision-making and regulation of behavior. ...
Leadership and teacher engagement are important and meaningful themes for teacher development. Culture has also been considered an important variable in cross-cultural research for a long time. This chapter proposes that the behavior of transformational leaders in schools will positively influence teachers' engagement in their jobs and schools. This chapter also suggests three propositions with relation to Korean culture values as moderators. Specifically, the relationship between transformational leadership and teacher engagement will be stronger when followers more strongly perceive power distance, harmony, and informal social ties. The review and integration of this comprehensive literature review provides significant implications for researchers studying teacher engagement and school improvement.
... • inspirational motivation: providing followers with a sense of meaning and challenge in their work; • intellectualstimulation: encouragingsubordinates to question assumptions, discover new ideas and methods, and develop new perspectives; • idealised influence: behaviours that subordinates attempt to follow; and • individualisedconsideration: special consideration to each subordinate's needs for accomplishment and progression. However, it has also been recommended that transactional leadership has a positive correlation with organisational innovation and organisational performance[4, [48][49][50][51][52]. It can be found that in the hospitalityindustry, the manager of the hotel needs to emphasise his/her vision and focus on customers and employees as individuals. ...
In the rapidly changing business environment, organisations call for managers capable of adopting innovative knowledge to participate in the digital era. In this research, a total of 419 completed questionnaires were received from managers of hotels in Thailand,exploring the relationship between the demographics of respondents, leadership styles, organisational innovation, and organisational performance. The findings indicate that leadership styles and organisational innovation are associated with organisational performance. In addition, results show that the association between leadership styles and organisational performance is mediated by the organisational innovation. Recommendations for future research and implementation are also discussed.
... No fue posible rescatar investigaciones que asociaran directamente Liderazgo transformacional, clima de equipos de salud en todas sus dimensiones y resultados objetivos en los pacientes, sin embargo, el apoyo a la innovación, como dimensión del clima, sí ha sido relacionada con el LT. Concluyendo que este estilo de liderazgo actuaría como mediador entre la innovación y la excelencia en la atención 69 . ...
... H.-C.Hsiao et al.for internal support for innovation.Eisenbeiss et al. (2008)linked transformational leadership theory to principles of West's (1990) team climate theory and proposed an integrated model for the relationship between transformational leadership and team innovation. This model involves support for innovation as a mediating process and climate for excellence as a moderator. Results from a study of 33 ...
The purpose of this study was to examine the role of organizational learning as a mediator variable between support for innovation and organizational innovation. Samples for this study were randomly selected from 22 technological colleges in Taiwan. The final sample included 322 participants in the full sample which accounted for 58.42 % of the sample. A structural equation modeling (SEM) approach was used to evaluate the complex structure of the proposed research constructs. The study concluded that organizational learning was an important determinant of organizational innovation in technological colleges. Support for innovation had a positive relationship on organizational learning and organizational innovation.
... However, at the same time, they might neglect those inward activities of boundary-tightening activities aimed at building intra-group cohesiveness and team identity (Choi, 2002). Finally, this study addresses the call for research in identifying mediating variables in team innovation (Eisenbeiss, van Knippenberg, & Boerner, 2008) and demonstrates that boundary activities mediate the relationship between the structural variables of inter-team goal interdependence and functional heterogeneity and team innovation. Specifically, we found that boundaryloosening activities serve as a mediator between the two structural variables and team innovation, while boundary-tightening activities mediate only between functional heterogeneity and team innovation. ...
The purpose of this study is to broaden our understanding of team boundary activities in promoting team innovation. The model examines the mediating role of boundary activities in the relationship between the structural variables of inter-team goal interdependence and team functional heterogeneity and team innovation. Sixty teams from high-technology companies were studied involving 196 team members and their 60 corresponding team leaders and unit managers to whom the leaders report. Results identified two dimensions of boundary activities: boundary-loosening activities and boundary-tightening activities. Overall, the results of the structural equation model confirmed the mediating role of team boundary activity. The results indicated a positive relationship between the two structural variables and boundary-loosening activities, a negative relationship between functional heterogeneity and boundary-tightening activities, and a positive relationship between the two dimensions of boundary activities and team innovation. Implications, limitations, and directions for further research on team boundary activities are discussed.
... Rather than making tough decisions alone, effective leaders are oriented toward promoting the conditions and relationships for open-minded discussion of opposing views among colleagues and employees. Recent studies show that leaders with different kinds of styles are effective the more they develop teamwork, specifically cooperative conflict management among followers (Eisenbeiss, van Knippenberg, & Boerner, 2008;Xu & Thomas, 2011). Transformational leaders were found effective not by unilaterally directing employees but by helping employees manage their conflicts cooperatively and constructively (Zhang, Cao, & Tjosvold, 2011). ...
Reviewing manuscripts is vital for developing knowledge and promoting the capabilities of researchers. This article uses conflict management research to examine the opportunities and obstacles in making reviewing constructive for the field and for individual researchers. Although dissensus has been thought to reflect how individual biases and organizational dynamics frustrate reviewing, research suggests that when, discussed open-mindedly, conflicts can stimulate effective reviewing. Research on open-mindedness provides guidance for how researchers, editors, and referees can voice their conflicts and integrate their ideas to make high quality decisions and learn. However, current practices make it challenging to manage conflict openly and constructively. Fostering open-minded discussion among researchers, editors, and referees could be an important component in making traditional and new forms of reviewing effective. Copyright © 2014 John Wiley & Sons, Ltd.
... Given the pivotal role of teams in organisational success, team performance needs to be proactively managed to influence team effectiveness. Teamwork, facilitated by effective leadership, is one of the means used by organisations to increase productivity (Chen, Kirkman, Kanfer, Allen & Rosen, 2007; Eisenbeiss, Van Knippenberg & Boerner, 2008; Morgeson, DeRue & Karam, 2010; Schaubroeck, Lam & Cha, 2007; Transcritti, 2010). Whilst a leader is expected to be accountable for the effectiveness of his or her team, a service-oriented approach to leadership appears to be one of the important determinants of team effectiveness (Irving & Longbotham, 2007). ...
Orientation: Value-based leadership practices play a critical role in teamwork in high-performance organisations.
Research purpose: The aim of the study was to empirically validate a theoretical model explicating the structural relationships between servant leadership, affective team commitment and team effectiveness.
Motivation for the study: The increased reliance on teams for production calls for an analysis of the role of follower-focused leadership practices in enhancing team effectiveness.
Research design, approach and method: A non-probability and multicultural sample consisting of 202 primary and secondary school teachers was drawn from 32 schools in the Western Cape Province of South Africa.
Main findings: High levels of reliability were found and uni-dimensionality of the subscales was demonstrated through exploratory factor analyses. Good fit with the data was found for the measurement models through confirmatory factor analyses. Structural equation modelling showed a reasonable fit for the structural model. Positive relationships were found amongst servant leadership, team effectiveness and affective team commitment. Standard multiple regression analysis showed that affective team commitment moderated the relationship between servant leadership and team effectiveness.
Practical/managerial implications: The findings emphasise the central role played by servant leadership and affective team commitment in team performance. Servant leadership fosters team effectiveness if employees feel committed to their work team.
Contribution/value-add: The servant leadership style alone may not be a sufficient condition for team effectiveness; other variables, such as affective team commitment, also play a role. The study suggested specific variables that may also combine with leadership to positively influence team effectiveness.
... Given the pivotal role of teams in organisational success, team performance needs to be proactively managed to influence team effectiveness. Teamwork, facilitated by effective leadership, is one of the means used by organisations to increase productivity (Chen, Kirkman, Kanfer, Allen & Rosen, 2007;Eisenbeiss, Van Knippenberg & Boerner, 2008;Morgeson, DeRue & Karam, 2010;Schaubroeck, Lam & Cha, 2007;Transcritti, 2010). Whilst a leader is expected to be accountable for the effectiveness of his or her team, a service-oriented approach to leadership appears to be one of the important determinants of team effectiveness (Irving & Longbotham, 2007). ...
Effective teamwork is one of the core components of high-performance organisations. Value-based leadership practices play a critical role in team effectiveness. The primary goal of the study was to design and conduct an analysis of the relationships between servant leadership, affective team commitment and team effectiveness. The aim of the study was to validate a theoretical model explicating the structural relationships between these variables in the South African education sector. A convenient and multi-cultural sample consisting of 202 primary and secondary school teachers was drawn from 32 schools in the Western Cape Province of South Africa. High levels of reliability were found for the sub-scales of the latent variables. Unidimensionality of the sub-scales was also demonstrated through exploratory factor analyses (EFA). Good fit with the data was found for the measurement models of the specific latent variables through confirmatory factor analyses (CFA). Structural equation modelling (SEM) showed a good fit for the structural model. A positive relationship was found between servant leadership and team effectiveness. Furthermore, multiple regression analysis showed that affective team commitment moderated the relationship between servant leadership and team effectiveness. The findings emphasise the central role played by servant leadership and affective team commitment in understanding employees’ behaviour in teams. Servant leadership fosters team effectiveness if employees feel committed to their work team. Future studies should expand the theoretical model by incorporating additional latent variables that may influence team effectiveness.
The rise of smart working has revolutionized the way organizations operate, presenting new strategies and courses of action for innovation and entrepreneurial growth. This book chapter proposes research into the strategies and management practices that organizations can employ within the framework of resilience, agility, and dynamic capabilities to unlock and harness innovation capabilities and entrepreneurial opportunities in the context of smart working. By examining the interplay between these concepts, this chapter seeks to uncover practical insights and provide guidance for organizations in maximizing the potential of smart working for innovation and entrepreneurship.
This study advances a theory of how different aspects of emotion regulation influence individual leader emergence in the intensely emotional context of nascent venture teams. Despite the growing amount of research on the role of leadership in the entrepreneurial process, the emergence of leaders in nascent venture teams has rarely been explored. Drawing on theories and research on leadership emergence and emotion regulation, we argue that the two aspects of emotion regulation (i.e., reappraisal and suppression) exert opposite effects on the degree to which nascent venture team members come to perceive an individual as a leader. We also theorize that team emotions arising from affective events moderate the relationship between reappraisal and leader emergence in such teams. Data from 103 nascent venture teams without prior leaders show a negative relationship between individuals' trait disposition to suppress emotions and their emergence as leaders, and a positive relationship between their trait disposition to reappraise emotions and their emergence as leaders. Moreover, we find that negative team emotions magnify the positive association between reappraisal and leader emergence, while positive team emotions mitigate it. We discuss the implications of our findings for the literature on entrepreneurial leadership, entrepreneurial emotions, and leadership in general.
The study focused on the relationship between transformational leadership and entrepreneurial orientation. There were 325 respondents representing either the owner or top manager of SME establishments operating in manufacturing or services industry involved in this study. A cross-sectional survey and structured questionnaire were used for data collection. A quantitative survey was designed using self-administrative questionnaire. Based on the findings, transformational leadership and all of its factors are having a significant positive correlation with entrepreneurial orientation. Also, it was found that inspirational motivation and intellectual stimulation of transformational leadership contribute significantly towards entrepreneurial orientation.
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Rev.esc.adm.neg
A good leadership is essential for the successful development of organizations and their staff members. Transformational leadership is a contemporary focus which highlights the moral bases of leadership and which has been valued in different cultures, being associated with its efectiviness and workers´ outcomes such as satisfaction and performance. This leadership is manifested through four basic performance dimensions (idealized influence, inspiring motivation, intellectual stimulus and individual consideration) and through the managerial competencies of an executive. In this case study, these dimensions and ten leadership competencies (integrity and confidence, orientation to outcomes, importance of action, perseverance, effective use of time, effective communication, high performance team formation and development, decision making, business capacity and strategic management capacity) have been analyzed taking an executive sample of 16 companies from the flower agricultural sector with the Florverde seal.
This seal shows care for products and compromise with companies regarding environmental affairs and social responsibility, issues which are closely related with transformational leadership. Two transformational leadership dimensions were found: idealized influence and inspiring motivation, and its most outstanding competence was confidence and integrity, key elements for the successful development of transformational leadership.
The purpose of the research is to empirically evaluate leadership behavior of managers, focusing on transformational vs. transactional leadership at the same time exploring the relationship between emotional
intelligence and transformational leadership in a specific economic and cultural setting, as the Republic of
Macedonia. Questionnaire-based survey on managers at different management levels in Macedonian companies was conducted in order obtain the data necessary for evaluating the leadership styles and testing the proposed hypotheses The data was analyzed using descriptive statistics and hierarchical regression analysis. Results indicate that leaders in Macedonian companies show higher affection towards transformational leadership. The ability to perceive and understand emotions and the ability to manage emotions have a positive impact on transformational leadership style. As a theoretical and practical implication of research, we aim to generalize the idea for the positive relationship between the emotional intelligence and transformational leadership by confirming the applicability of the model that examines this relationship in the case of the Republic of Macedonia
Key words: emotional intelligence, Republic of Macedonia, transformational leadership, transactional leadership.
While previous research has established that employees who have a more conscientious leader are more likely to perceive that their leader is ethical, the underlying mechanisms and boundary conditions of this linkage remain unknown. In order to better understand the relationship between leader conscientiousness and ethical leadership, we examine the potential mediating role of leader moral reflectiveness, as well as the potential moderating role of decision-making autonomy. Drawing from social cognitive theory, results from two samples of workgroup leaders and their immediate reports situated in Africa and Asia show that leader conscientiousness is positively related to leader moral reflectiveness, which in turn, is positively associated with employees’ assessment of ethical leadership. Furthermore, and consistent with our hypothesis, results from the two samples show that leader decision-making autonomy moderates the indirect path from leader conscientiousness to ethical leadership through moral reflectiveness, such that only morally reflective leaders who have high (versus low) decision-making autonomy at work engage in ethical leadership behaviors. In our discussion, we highlight the theoretical and practical implications of our findings and suggest ways in which organizations can better foster ethical leadership.
Purpose – The purpose of this study was to investigate how high quality dyadic co-worker relationships (CWXs) favour or hinder team performance. Specifically, we examine the role played by CWX, team creative environment, job complexity and task interdependence to achieve higher levels of team performance.
Design/methodology/approach – We analyse data from 410 individuals belonging to 81 R&D teams in technology sciences to examine the quality of the dyadic relationships between team members under the same supervisor (co-workers) and team performance measured by the number of publications as their research output.
Findings. Higher levels of team average CWX relationships are positively related to the establishment of a favourable creative team environment, ending into higher levels of team performance. Specifically, the role played by team average CWX in such relationship is stronger when job complexity and task interdependence are also high.
Implications. Team’s output not only depends on the leader and his/her relationships with subordinates, but also on quality relationships among team members. CWXs contribute to creative team environments but they are essential where jobs are complex and tasks are highly dependent.
Originality/value. This study provides evidence of the important role played by CWXs in determining a creative environment, irrespective of their leaders. Previous research has provided information about how leader´s role affect team outcomes but the role of dyadic co-worker relationships in a team remains still relatively unknown. Considering job complexity and task interdependence variables, the study provides with a better understanding about how and when high quality CWXs should be promoted to achieve higher team performance.
In modern healthcare environments an ideal organisation is made up of cohesive teams in which people pool their skills, talents and knowledge to address complex problems and come up with creative solutions. Effective team working is also identified as a requirement for enhanced clinical outcomes. This chapter looks at what a team is and why it is different from a group. It also considers how to build and manage effective teams, and considers the value of support and challenge in helping teams work well. Teams are needed if the work is uncertain, difficult and complex, or where a high degree of collaboration and interdependence is required. Established teams usually fall into three basic sets. These are high-performance teams, OK teams or functional teams and struggling teams. For team-building and team-work training to be successful, clear and present leadership is required. One key to effective team working is to support and promote diversity.
Innovation is an enabler as well as a necessity of globalization. Strides in communication technologies are making it easier to have teams that operate globally, and rapid globalization makes innovation a necessity if organizations are to keep their competitive advantage. The challenge of leading for innovation needs to be understood at an individual level, to allow leaders to adjust their approach when the individual factors or the situational demands vary from location to location. In this chapter, we try to unify two streams of research in individual innovation; one that places emphasis on the motivational component of leadership and another that emphasizes leadership’s role in influencing behaviour. We build testable propositions about the approaches that leaders can take to foster innovation when teams comprise of diverse individuals in various situations. The broad framework and some specific examples are given and discussed.
Purpose For work disability research to have an impact on employer policies and practices it is important for such research to acknowledge and incorporate relevant aspects of the workplace. The goal of this article is to summarize recent theoretical and methodological advances in the field of Implementation Science, relate these to research of employer disability management practices, and recommend future research priorities. Methods The authors participated in a year-long collaboration culminating in an invited 3-day conference, "Improving Research of Employer Practices to Prevent Disability", held October 14-16, 2015, in Hopkinton, MA, USA. The collaboration included a topical review of the literature, group conference calls to identify key areas and challenges, drafting of initial documents, review of industry publications, and a conference presentation that included feedback from peer researchers and a question/answer session with a special panel of knowledge experts with direct employer experience. Results A 4-phase implementation model including both outer and inner contexts was adopted as the most appropriate conceptual framework, and aligned well with the set of process evaluation factors described in both the work disability prevention literature and the grey literature. Innovative interventions involving disability risk screening and psychologically-based interventions have been slow to gain traction among employers and insurers. Research recommendations to address this are : (1) to assess organizational culture and readiness for change in addition to individual factors; (2) to conduct process evaluations alongside controlled trials; (3) to analyze decision-making factors among stakeholders; and (4 ) to solicit input from employers and insurers during early phases of study design. Conclusions Future research interventions involving workplace support and involvement to prevent disability may be more feasible for implementation if organizational decision-making factors are imbedded in research designs and interventions are developed to take account of these influences.
Background
The concept of leadership has been studied in various disciplines and from different theoretical approaches. It is a dynamic concept that evolves over time. There are few studies in our field on managers’ self-perception of their leadership style. There are no pure styles, but one or another style is generally favoured to a greater or lesser degree. In the primary health care (PHC) setting, managers’ leadership style is defined as a set of attitudes, behaviours, beliefs and values. The objectives of this study were to describe and learn about the self-perception of behaviours and leadership styles among PHC managers; to determine the influence of the leadership style on job satisfaction, efficiency, and willingness to work in a team; and to determine the relationship between transformational and transactional styles according age, gender, profession, type of manager years of management experience, and the type of organization. Methods
To describe leadership styles as perceived by PHC managers, a cross sectional study was performed using an 82 items-self-administered Multifactor Leadership Questionnaire (MLQ). This questionnaire measures leadership styles, attitudes and behaviour of managers. The items are grouped into three first order variables (transformational, transactional and laissez-faire) and ten second order variables (which discriminate leader behaviours). Additionally, the questionnaire evaluates organizational consequences such as extra-effort, efficiency and satisfaction. ResultsOne hundred forty responses from 258 managers of 133 PHC teams in the Barcelona Health Area (response rate: 54.26 %). Most participants were nurses (61.4 %), average age was 49 years and the gender predominantly female (75 %). Globally, managers assessed themselves as equally transactional and transformational leaders (average: 3.30 points).Grouped by profession, nurses (28.57 % of participants) showed a higher transactional leadership style, over transformational leadership style, compared to physicians (3.38 points, p < 0.003). Considering gender, men obtained the lowest results in transactional style (p < 0.015). Both transactional and transformational styles correlate with efficiency and job satisfaction (r = 0.724 and r = 0.710, respectively). ConclusionsPHC managers’ self-perception of their leadership style was transactional, focused on the maintenance of the status quo, although there was a trend in some scores towards the transformational style, mainly among nurse managers. Both styles correlate with satisfaction and willingness to strive to work better.
The need for leadership at all levels of the academic setting has been espoused by many, including Schmitt and colleagues (2013). Academic leaders need to be informed, recognize the value of interprofessional education (IPE), and provide the resources and mechanisms required for successful sustainable IPE.
This study examines the role of top management team (TMT) trust climate in the relationship between CEO transformational leadership (TFL) and firm performance under dynamic environments. The research results based on a sample collected from firms in Vietnam show that TMT trust climate is a key mediator which can convert CEO TFL into better performance outcomes. Moderated-mediation analyses further reveal that the mediating effect of TMT trust climate is more significant in less dynamic environments. Our study contributes to the TFL theory by identifying a critical mechanism that intervenes in the relationship between CEO-level TFL and firm performance. We reveal how CEOs exert leadership influence on subsequent TMT dynamics and performance outcomes by navigating external environments. Moreover, our study offers insights with regard to the trust theory by uncovering TMT-level intragroup trust as a mediator, and thus complements most of prior examinations that focus on the moderating role of trust in workplace team contexts.
Reflexivity is a learning process that, through questioning and critically monitoring objectives and methods in use, promotes a change of habits and routines and, in so doing, fosters organizational performance and innovativeness. This paper looks at the contribution of team reflexivity to enhancing openness to innovation, and the mediating role of individual and team involvement. Specifically we tested whether affective commitment (Study 1, n=156) and a team climate of support for innovation (Study 2, n=152) facilitate reflexivity processes in promoting organizational openness to innovation. Overall, results confirmed that reflexivity enhances innovativeness, and this relationship is mediated by a high degree of involvement that increases the motivation of teammates and their engagement in innovation processes.
Purpose This paper investigates the dual-side effects of
transformational leadership [i.e., the effects of groupfocused
transformational leadership (group-focused TFL)
and differentiated individual-focused transformational
leadership (individual-focused TFL)] on team innovation
via team knowledge sharing. The moderating role of team
interdependence in the relationship between the dual sides
of transformational leadership and team knowledge sharing
is also discussed.
Design/Methodology/Approach This paper draws from
social identity and contingency perspectives to uncover the
mediating role of team knowledge sharing as well as the
moderating role of team interdependence. Multi-source
data were collected from 242 members and their leaders
within 60 R&D teams for use in testing the hypotheses.
Findings The results indicate that group-focused TFL is
positively related to team innovation via team knowledge
sharing, whereas differentiated individual-focused TFL is
negatively related to team innovation via team knowledge
sharing. Furthermore, team interdependence plays a moderatingrole in these relationships: when team interdependence
is higher, the positive relationship between group-focused
TFL and team knowledge sharing is stronger while the negative
relationship between differentiated individual-focused
TFL and team knowledge sharing is weaker.
Research Limitations/Implications This paper shows that
team knowledge sharing mediates the relationship between
both group-focused TFL, differentiated individual-focused
TFL, and team innovation. The relationship between
group-focused TFL, differentiated individual-focused TFL,
and team knowledge sharing varies as a function of team
interdependence. The research findings offer practical
insights for team leaders to facilitate team knowledge
sharing, which in turn fosters team innovation.
Originality/Value This paper proposes and tests groupfocused
TFL and differentiated individual-focused TFL—
team knowledge sharing—team innovation linkage. It
offers team leaders guidelines in motivating team knowledge
sharing and team innovation
Business ethics and firm economic performance have traditionally often been regarded as mutually exclusive ends. We challenge this “either-or” belief and analyze when and how ethical firm leadership and firm performance may harmonize well. In extension of earlier research on ethical leadership and performance at the individual and team level, we study the context-dependency of the organization level relationship between CEO ethical leadership and firm performance. We propose a moderated mediation model of the link between CEO ethical leadership and firm performance, identifying mediating (organizational ethical culture) and moderating (organizational ethics program) variables unique to the organization-level of analysis. CEO ethical leadership is argued to work through organizational ethical culture which promotes firm performance under the condition that there is a strong corporate ethics program in place. Results from a multisource cross-sectional study, in which we surveyed 145 participants from 32 organizations and validated organizational performance ratings by objective performance data, showed support for our conceptual model.
Purpose The paper aims at investigating the processes underlying the relationship between transformational leadership and employee creativity. We hypothesized that promotion focus mediates the relationship between transformational leadership and employee creativity and that creative process engagement mediates the relationship between promotion focus and employee creativity. Design/Methodology/Approach We conducted a three-wave longitudinal study with 279 employees and used a path-modeling approach to test our hypotheses. Findings Our results provide support for a sequential mediation model. Promotion focus mediated the relationship between transformational leadership and employee creativity. Creative process engagement partially mediated the relationship between promotion focus and employee creativity. Implications Findings of this study help to understand how transformational leadership fosters creativity by highlighting the role of promotion focus and creative process engagement. Understanding the relationship between transformational leadership and creativity helps supervisors to create a work environment that fosters employee creativity. Originality/Value This study contributes to the literature by identifying the mediating mechanism for the relationship between transformational leadership and employee creativity and providing a comprehensive model that illustrates the importance of the different stages within the creative process as antecedents of employee creativity.
There is a widely shared consensus that charismatic–transformational leadership is a particularly effective form of leadership. In a critical assessment of the state-of-the-science in this area of research, we question the validity of that conclusion. We identify four problems with theory and research in charismatic–transformational leadership. First, a clear conceptual definition of charismatic–transformational leadership is lacking. Current theories advance multi-dimensional conceptualizations of charismatic–transformational leadership without specifying how these different dimensions combine to form charismatic–transformational leadership, or how dimensions are selected for inclusion or exclusion. Second, theories fail to sufficiently specify the causal model capturing how each dimension has a distinct influence on mediating processes and outcomes and how this is contingent on moderating influences. Third, conceptualization and operationalization confounds charismatic–transformational leadership with its effects. Fourth, the most frequently used measurement tools are invalid in that they fail to reproduce the dimensional structure specified by theory and fail to achieve empirical distinctiveness from other aspects of leadership. Given that these problems are fundamental and inherent in the approaches analyzed, it is recommended that current approaches be abandoned, and that the field forego the label of charismatic–transformational leadership in favor of the study of more clearly defined and empirically distinct aspects of leadership.
An Australian-based marketing design team was studied (n = 127) to measure how leadership, personality and other factors impact their project performance. The teams were multicultural (91% were not Australian born) and they communicated almost exclusively using virtual communications software. Proven instruments were selected from the literature to measure transformational and transactional leadership perceptions, along with personality traits. Substitutes for leadership were recast as controls, namely cohesion, gender, and professional orientation. Descriptive statistics, correlation, and hierarchical linear modelling regression were used to test the hypotheses. Three factors had significant predictive effect: high cohesion, high transactional leadership and an agreeable personality trait.
Although both participative safety and team task conflict are widely thought to be related to team creative performance, the nature of this relationship is still not well understood, and prior studies have frequently yielded conflicting results. This study examines the ambiguity in the extant literature and proposes that both constructs must exist in tandem. Through a study of 55 design teams, we have identified a significant interaction between task conflict and participative safety. Results suggest that both participative safety and task conflict must exist in tandem to spur team creativity, and that team creative performance must be examined at the facet level, instead of simply as a single construct. In addition, supplemental analyses suggest that teams low on participative safety and task conflict are likely able to generate more original solutions for creative tasks due to the presence of an independent, disagreeable creative member. Implications for future research and practice are further discussed.
Leader-member Exchange (LMX) theory has been shown to be one of the most compelling theories for understanding the effects of leadership on organizational behavior. This theory proposes that leaders establish differentiated relationships with each of their subordinates according to the exchanges produced between them. Recently, the concept of LMX differentiation has been introduced into the theory to extend research from the dyadic to the group level. The present paper uses a longitudinal design to analyze the moderator role of LMX differentiation in the relationship between mean LMX and innovation climate in a sample of 24 healthcare teams. The results showed no direct effects of mean LMX on changes in innovation climate over time. However, they provide support for the moderator effect of LMX differentiation in this relationship, as it was stronger when LMX differentiation was low than when it was high.
Purpose
The purpose of this study was to investigate if there is a moderating relation between team size and team innovation.
Design/Methodology/Approach
Data used in statistical analyses were obtained from 531 employees in 124 technology research teams.
Findings
The findings support the hypothesis, showing that not only team size, but also team size together with participative safety facilitates team innovation.
Implications
The findings show that not only large teams, but also large teams with participative safety are innovative. Team leaders thus need to ensure that collaborative rather than competitive environment prevails in their teams.
Originality/Value
This is one of the first studies to assess team innovation by patents received and to provide evidence of the moderating relation of participative safety between team size and team innovation.
The present research investigates the relationships between SBU-level transformational leadership and technological innovation, as well as the moderating effects of innovative culture and incentive compensation. Paired data were gathered from 102 senior managers and 258 employees in 102 Taiwanese strategic business units (SBUs). The results indicate that transformational leadership behaviors promote technological innovation at the SBU level. Interestingly, a stronger innovative culture is a substitute for transformational leadership behavior for facilitating technological innovation. In addition, financial-incentive adoption neutralizes the relationship between transformational leadership and technological innovation.
This study focuses on shared leadership in Japanese R&D teams. The effects of both transformational and gatekeeping leaderships of formal leaders on shared leadership are examined. Moreover, the effect of shared leadership on R&D team performance is examined. Hypotheses are tested with a sample of 654 researchers working in 119 R&D industrial research teams in Japan. Results show that transformational leadership has a negative effect on shared leadership through the norm for maintaining consensus such that it positively influences the norm, which in turn negatively influences shared leadership. In contrast, gatekeeping leadership has a direct as well as an indirect positive impact on shared leadership through the norm for maintaining consensus such that it negatively influences the norm, which in turn negatively influences shared leadership. In addition, this study finds that shared leadership positively influences R&D team performance. These results suggest that leadership displayed by team members and that by formal leaders significantly influences team performance. The results are discussed in the context of the unique Japanese work environment.
Available at: http://svenvoelpel.jacobs-university.de/peer-reviewed-articles/
Multilevel leadership researchers have predominantly applied either direct consensus or referent-shift consensus composition models when aggregating individual-level data to a higher level of analysis. Consensus composition assumes there is sufficient within-group agreement with respect to the leadership construct of interest; in the absence of agreement, the aggregate leadership construct is untenable. At the same time, guidelines to help leadership researchers make decisions regarding data aggregation issues have received little explicit attention. In particular, a discussion of how data aggregation decisions can enhance or obscure a study's theoretical contribution – a central focus of this article – has not been addressed thoroughly. Recognizing that empirical generalization depends on the accuracy with which aggregation decisions are applied, we revisit the often neglected assumptions associated with the most common agreement statistic used to justify data aggregation — rWG and rWG(J) (James, Demaree, and Wolf, 1984). Thereafter, using a dataset published as part of a Leadership Quarterly special issue (Bliese, Halverson, & Schriesheim, 2002), we highlight the potential misuse of rWG and rWG(J) as the sole statistic to justify aggregation to a higher level of analysis. We conclude with prescriptive implications for promoting consistency in the way multilevel leadership research is conducted and reported.
Employees’ prosocial values have been shown to foster helping, cooperating, and volunteering behaviors, which in turn increase firm performance. However, despite the importance of prosocial values, there is a general neglect of this area in the international arena. As more trade occurs globally, interest in cross-cultural prosocial values is growing. We therefore build on socialization theory and introduce national business ideology as a country-level determinant of employees’ prosocial values. We thus argue that transformational leadership and professional altruism are key elements of a national business ideology's stimulation of employees’ prosocial values, while corporate corruption is considered to be an impediment. Based on 19,026 individuals from 17 countries, our cross-level analyses point to the national business ideology explaining national-level variances above and beyond cultural aspects. Results support our hypothesis that national business ideology, including transformational leadership and professional altruism, is positively related to employees’ prosocial values. The hypothesis on corporate corruption, however, was not supported. Instead, results indicate that employees apply rationalization strategies to justify corruption. With prosocial values being important for organizational performance as well as social welfare in general, we thus draw attention to socialization processes in national corporate work contexts.
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