Effects of transformational and shared leadership styles on employees' perception of team effectiveness

Choi, Suk Bong; Kim, Kihwan; Kang, Seung‐Wan

doi:10.2224/sbp.5805

Cited by 65 publications

(71 citation statements)

References 6 publications

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“…25,90 The leaders of high-tech entrepreneurial-based organizations realize their vision through identifying and stimulating the potential competencies of their group members, enabling them to generate new ideas, and reshaping their behavior, thoughts, and attitudes of implementing new ideas. 36,52,58,[91][92][93][94] Entrepreneurial leaders also create a promising environment and encouraging culture in which all of the group members consider innovation as one of their priority tasks and show their persistence in the face of challenges inherited in the innovation process. 36,82,95 Most of the previous research has investigated the outcomes of EL in large firms and their findings may not be applicable to the highly challenging, complex and uncertain context of hightech SMEs.…”

Section: Theoretical Background Entrepreneurial Leadership and Innovamentioning

confidence: 99%

<p>Impact of Entrepreneurial Leadership on Innovative Work Behavior: Examining Mediation and Moderation Mechanisms</p>

Cai¹,

Makhdoom²,

Asim³

2020

PRBM

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Purpose: Based on social cognitive theory, the present study aimed to explore the impact of entrepreneurial leadership on employees' innovative work behavior through the moderating path of entrepreneurial self-efficacy in technology-based SMEs. The study also explains the mechanism through which a firm's innovative environment mediates the relationship between entrepreneurial leadership and employees' innovative work behavior. Methods: To pursue the objectives, this study has used data from a sample of 350 supervisor-subordinate dyads working in cross sectional small and medium enterprises (SMEs) operating in the Jiangsu province of China. Based on social cognitive theory and specific continuum of self-efficacy theory, a conceptual model was developed and the hypotheses were tested with the help of SPSS 20. Findings: Empirical findings recommend a significant positive effect of entrepreneurial leadership on employees' innovative work behavior. The study suggested that firm's innovative environment mediates the relationship between entrepreneurial leadership and the employees' innovative behavior. The results also confirmed that entrepreneurial self-efficacy exerts a positive moderating effect on the association of entrepreneurial leadership and employees' innovative behavior. Conclusion: Findings of the present research work have several implications for the management and policymakers of high-tech SMEs who want to augment their employees' innovative behavior in order to compete in a highly competitive and challenging business environment. To the best of authors' knowledge, this work is the first attempt that presents an empirically supported comprehensive model for the development of employees' innovative behavior within entrepreneurial-based high-tech SMEs. It contributes to literature by examining the mediation and moderation process for the development of employees' innovative behavior.

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Section: Theoretical Background Entrepreneurial Leadership and Innovamentioning

confidence: 99%

<p>Impact of Entrepreneurial Leadership on Innovative Work Behavior: Examining Mediation and Moderation Mechanisms</p>

Cai¹,

Makhdoom²,

Asim³

2020

PRBM

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“…Leadership plays an important role in the implementation of reward and punishment, and workplace deviance behavior is closely affected by a reward and punishment system [ 46 ]. Furthermore, the extant literature suggests that there is a positive correlation between transformational leadership and leadership effectiveness [ 47 ], while transactional leadership pays more attention to criticism, correction, and punishment of workplace deviance behavior. They can both suppress the negative impact of organization behavior effectively [ 26 ].…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Examining How Ambidextrous Leadership Relates to Affective Commitment and Workplace Deviance Behavior of Employees: The Moderating Role of Supervisor–Subordinate Exchange Guanxi

Wang

et al. 2020

IJERPH

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How to regulate employee conduct and engage them in high performance works actively and continuously has always been the important topic for organizations. Based on affective events theory and social exchange theory, a moderated mediating model was constructed with the affective commitment as mediator and the supervisor–subordinate exchange guanxi as moderator. Regression analyses and conditional indirect effects were tested by SPSS and PROCESS with 374 matched supervisor–subordinate pairs. The paper explores the moderated mechanism of supervisor-subordinate guanxi to the chain of “ambidextrous leadership–employee’s affective commitment–workplace deviance behavior.” The results showed that the affective commitment mediated the effect between ambidextrous leadership and employees’ workplace deviance behavior, and supervisor–subordinate exchange guanxi moderated the relationship between ambidextrous leadership and employees’ workplace deviance behavior but also moderated the mediating effect of affective commitment. The results have significances to improve human resource management practices and reduce the workplace deviance behavior of employees.

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“…A Transformational Leadership (TL) behavior can have a positive effect on subordinates’ motivation, satisfaction, decision‐making, and overall TE (Aga, Noorderhaven, & Vallejo, ; Atmojo, ; Bass, ; Choi, Kim, & Kang, ). Transforming leaders take into account the benefit of the team, organization, and/or community and have additional influence on their followers, by increasing their confidence to perform (Dvir, Eden, Avolio, & Shamir, ).…”

Section: Vte In the Vwts Of Mmogsmentioning

confidence: 99%

Virtual Team Effectiveness: Insights from the Virtual World Teams of Massively Multiplayer Online Games

Mysirlaki¹,

Paraskeva²

2019

J of Leadership Studies

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Over the years, an explosive growth in the use of virtual teams in organizations has been noticed. However, the individual and team factors that result in the team effectiveness of a virtual team still remain unclear. The purpose of the paper is to try to comprehend how virtual teams work better, by shedding light on the Virtual World Teams of Massively Multiplayer Online Games. A framework based on the input‐process‐output model was used to test the relationships between leader emotional intelligence, task interdependence, cooperative group norms, social capital, team cohesion, transformational leadership, and team effectiveness in virtual teams, from a multilevel perspective. Structural equations modeling (N = 500) revealed that leader emotional intelligence is positively related to transformational leadership, which in turn is associated with virtual team effectiveness. Moreover, a significant relation between task interdependence, cooperative group norms, social capital, team cohesion, and virtual team effectiveness was revealed. In addition, task interdependence seemed to also be related to team satisfaction, a subfactor of virtual team effectiveness. Finally, team cohesion has a partially mediating role between transformational leadership perceived at the team level and virtual team effectiveness. The study provides useful insights for leaders and human resource development professionals interested in designing effective virtual teams.

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Effects of transformational and shared leadership styles on employees' perception of team effectiveness

Cited by 65 publications

References 6 publications

<p>Impact of Entrepreneurial Leadership on Innovative Work Behavior: Examining Mediation and Moderation Mechanisms</p>

<p>Impact of Entrepreneurial Leadership on Innovative Work Behavior: Examining Mediation and Moderation Mechanisms</p>

Examining How Ambidextrous Leadership Relates to Affective Commitment and Workplace Deviance Behavior of Employees: The Moderating Role of Supervisor–Subordinate Exchange Guanxi

Virtual Team Effectiveness: Insights from the Virtual World Teams of Massively Multiplayer Online Games

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