Transformational Leadership and Group Performance
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초록
There is an impressive body of research suggesting that transformational leadership is positively associated with performance outcomes. The role of linking mechanisms that facilitate the influence of transformational leadership and the functioning of boundary conditions, however, is less well understood. This study is an attempt to address this research gap by providing an empirical study analyzing linking mechanisms and boundary conditions in the context of transformational leadership on the individual and group level of analysis. This study investigates two different performance outcomes (task and innovation performance) two linking mechanisms (group cohesion and commitment to change) as well as two distinct boundary conditions (positive affective tone and climate for initiative). Drawing on a sample of 39 groups, study demonstrates that group cohesion functions as a linking mechanism in the relationship between a transformational leadership climate and groups' task performance depending on positive affective tone as a boundary condition. This study shows that transformational leadership has significant impacts on performance outcomes on the individual and group level of analysis. More importantly, the findings contribute to a better understanding of linking mechanisms and boundary conditions in the transformational leadership-performance linkage. This study not only provides theoretical reasoning and empirical evidence, but also important practical insights and implications for organizational leaders on how to improve transformational leadership effectiveness.
Abstract
There is an impressive body of research suggesting that transformational leadership is positively associated with performance outcomes. The role of linking mechanisms that facilitate the influence of transformational leadership and the functioning of boundary conditions, however, is less well understood. This study is an attempt to address this research gap by providing an empirical study analyzing linking mechanisms and boundary conditions in the context of transformational leadership on the individual and group level of analysis. This study investigates two different performance outcomes (task and innovation performance) two linking mechanisms (group cohesion and commitment to change) as well as two distinct boundary conditions (positive affective tone and climate for initiative). Drawing on a sample of 39 groups, study demonstrates that group cohesion functions as a linking mechanism in the relationship between a transformational leadership climate and groups' task performance depending on positive affective tone as a boundary condition. This study shows that transformational leadership has significant impacts on performance outcomes on the individual and group level of analysis. More importantly, the findings contribute to a better understanding of linking mechanisms and boundary conditions in the transformational leadership-performance linkage. This study not only provides theoretical reasoning and empirical evidence, but also important practical insights and implications for organizational leaders on how to improve transformational leadership effectiveness.
참고문헌 (49)
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