How transformational leadership shapes team proactivity: The mediating role of positive affective tone and the moderating role of team task variety.

Abstract

The authors examine how and when transformational leadership can contribute to team proactivity. Drawing on the affect-as-resources perspective, they propose that transformational leadership will contribute to team proactivity by cultivating positive group affective tone within teams. They further indicate that the function of positive group affective tone in shaping team proactivity will be stronger when team task variety is higher. These hypotheses were supported by results based on 76 teams in the same organization. The results reveal that the mediation effect of positive group affective tone on the association between transformational leadership and team proactivity is stronger when team task variety is high rather than low. This investigation contributes to the literature by suggesting how to promote proactivity at a team level.

Group Affective Tone and Team Performance: A Week-Level Study in Project Teams

“…Empirically, several studies also support this hypothesized beneficial effect of positive affective states on group behavior. That is, PGAT has shown positive associations with several behavioral outcomes of group work such as cooperation (Barsade, 2002;Sy et al, 2005), helping behavior (Chi et al, 2011), team proactivity (Wu and Wang, 2015), creativity (Grawitch et al, 2003;Shin, 2014), and team performance [e.g., Barsade (2002), Tanghe et al (2010), Knight (2015)]. Overall, positive affect does not only influence information processing but also impacts the group's behavioral performance level (Knight and Eisenkraft, 2015).…”

Team knowledge exchange: How and when does transformational leadership have an effect?

“…Accordingly, team‐level TMX represents an important team context variable that shapes how team members, as a collective, respond to team leader behavior by engaging in team knowledge goal pursuit (Chun, Cho, & Sosik, ). In addition, examining moderators of transformational leadership has also been called for by leadership contingency research (Rosing, Frese, & Bausch, ; Wu & Wang, ), because such an investigation can advance our knowledge about the conditions for transformational leadership to take effect. We present our hypothesized research model in Figure .…”

Relationship Between Proactive Personality And Transformational Leadership, Mediation Effect Of Psychological Ownership

“…Interactive and transformational leadership styles are closely related to being proactive (Meyer, 2003). It is found that transformational leadership has a positive effect to provide more proactivity to teams (Wu & Wang, 2015). H3 (Transformational leadership is positively associated with proactive personality) is accepted and suitable with past studies in the literature.…”

“…Knowledge and Skills: Taking initiative requires complete job understanding and one needs information, physical skills and cognitive skills related to the job (Fay & Freeze, 2001). Individuals with expertise have confidence of convictions of their ideas for change (Wu & Wang, 2015). These arguments were supported by researches.…”