Transformational Leadership and Team Effectiveness: The Mediating Role of Affective Team Commitment

Abstract

In the present day, organizations worldwide tend to structure their work around teams and workgroups 1 to perform more rapidly, flexibly, and adaptively (Kozlowski & Ilgen, 2006). The various applications of teams in organizations have led to an approach that emphasizes their nature as finalized systems and the emergence of a new focus dedicated to this issue: effectiveness (Mathieu, Maynard, Rapp, & Gilson, 2008). Because the effectiveness of teams matters for individual, organizational, and societal well-being, it is essential to study processes to promote it (Kozlowski & Ilgen, 2006). According to Bass (1999), changes in the marketplace and in the workforce led to a need to adopt a transformational leadership style. These leaders foster followers in going beyond immediate selfinterests, elevating their maturity as well as showing concern for achievement, self-actualization, and well-being of subordinates (Bass, h t t p : / / j o u r n a l s. c o p m a d r i d. o rg / j wo p

Building Innovative Teams: Exploring the Positive Contribute of Emotions Expression and Affective Commitment

“…Previous research revealed that the ability of the leader to express emotions, values and motives in a transparent and authentic way contributes positively to team commitment (Mazutis and Slawinski, 2008;Darvish and Rezaei, 2011;Paolucci et al, 2018), clearly highlighting the importance of emotional transparency for commitment. In the emotions as social information (EASI) model, van Kleef (2016) identifies affective reactions as one of the two mechanisms that explains the effects of emotional expression on behaviors (the other is inferential processes).…”

Empowerment of Micro Enterprises (UMKM) by Increasing Team Effectiveness Using Qur’Ani Job Design Model

“…Support of a leader refers to the characteristics of a leader which make them a guide, motivator and incentive for a team. The existence of leader support can help a team to achieve their common goals in a more effective way (Paolucci, Dimas, Zappalà, Lourenço, Rebelo, 2018). The next aspect is trust which is defined as interpersonal cooperation and it is formed by way of face-to-face interaction, empathy, respect and honesty (Hakanen, Häkkinen, Soudunsaari, 2015).…”

“…Wsparcie lidera to jego cechy, które czynią go przewodnikiem, motywatorem i bodźcem dla zespołu. Istnienie wsparcia lidera może pomóc zespołowi w osiągnięciu wspólnych celów w bardziej efektywny sposób (Paolucci, Dimas, Zappalà, Lourenço, Rebelo, 2018). Kolejnym aspektem jest zaufanie, które definiuje się jako współpracę międzyludzką i kształtuje się na drodze bezpośredniej interakcji, empatii, szacunku i uczciwości (Hakanen, Häkkinen, Soudunsaari, 2015).…”

Trabalho em equipa em Portugal: Uma década de progresso

“…desempenho, viabilidade), e que esta relação é mediada por processos de equipa como os comportamentos de suporte (Pessoa et al, 2018) e aprendizagem (e.g. Rebelo et al, 2018), bem como por estados emergentes como a implicação afetiva (Paolucci et al,, 2018). Mais, Dimas et al (2018) realizaram um estudo com 90 equipas organizacionais em que verificaram que a liderança transformacional promove a resiliência da equipa, o que por sua vez está positivamente relacionado com a viabilidade da equipa e a qualidade da experiência de trabalho da equipa.…”