One Best Way? Leader Behavior and Different Aspects of Team Performance

2019 ◽  
Vol 63 (1) ◽  
pp. 32-47
Author(s):  
Christiane Herre ◽  
Petra Klumb ◽  
Jana Schaffner
Keyword(s):  
Transformational Leadership ◽  
Team Performance ◽  
Information Search ◽  
Group Performance ◽  
Rank Order ◽  
Leader Behavior ◽  
Order Task ◽  
Ranking Task ◽  
Task Oriented ◽  
Independent Thinking

Abstract. In two experiments, we tested differential effects of transformational, empowering, and task-oriented leader behavior on various aspects of team performance (quantity, quality, independence, subjective group performance) using three different tasks. In Experiment 1, 60 three-person teams completed a rank-order task and in Experiment 2, 54 three-person teams completed a construction and an information-search task. In both experiments, a videotaped team leader displayed transformational, empowering, or task-oriented leadership. Results suggested that leadership effectiveness may be a function of group outcome. Only for the tasks of Experiment 2 did transformational leadership result in superior outcomes, specifically regarding productivity and originality. Empowering leadership, in turn, yielded superior outcomes in terms of leader-independent thinking, while task-oriented leadership resulted in the highest subjective group performance ratings – except for the ranking task in which satisfaction ratings were highest for transformational leadership. Implications for research and practice are discussed.

Datasets and Benchmarks for Task-Oriented Log Dialogue Ranking Task

2020 ◽  
Author(s):  
Xinnuo Xu ◽  
Yizhe Zhang ◽  
Lars Liden ◽  
Sungjin Lee
Keyword(s):  
Ranking Task ◽  
Task Oriented

Number of Shoes Tested During a Running Shoe Mass Perception Task May Not Influence Accuracy

2020 ◽  
Vol 127 (1-4) ◽  
pp. 23-29
Author(s):  
James G. Saxton ◽  
Joel G. Greenya ◽  
Christopher L. Kliethermes ◽  
David S. Senchina
Keyword(s):  
Young Adult ◽  
Experimental Design ◽  
Rank Order ◽  
Mass Accuracy ◽  
Testing Session ◽  
Adult Males ◽  
Order Task ◽  
Running Shoes ◽  
Design Factors ◽  
Analogue Scales

Commercially available running shoes differ in terms of their relative masses. It is unclear how well consumers may be able to judge mass differences from wearing alone, though previous studies suggest that perceptual outcomes may be influenced by experimental design factors such as the length of time worn. The purpose of this study was to investigate how the number of shoes used in a testing session impacts wearers' mass perceptual accuracy. Forty-eight young adult males ran for 5 min in 4 pairs of shoes (their own running shoes plus 3 unfamiliar pairs) before being asked whether an unfamiliar running shoe was heavier or lighter than their own, and to indicate perceptions of shoe heaviness (mass), comfort, stability, and temperature using visual analogue scales (VAS). A subset (n=18) was also asked to provide global rank orderings after wearing all 4 pairs of shoes. Participants were 67% accurate in the heavier/lighter task and 64% accurate in the global rank order task. Global rank order scores and VAS heaviness marks were significantly and positively correlated. Mass accuracy scores (n=48) were then compared to a previous study (n=25) performed by the same investigators using the same methods but with 6 pairs of shoes instead of 4. No difference in accuracy scores for either the heavier/lighter comparisons or global rank order scores between the study populations was found, suggesting that the number of test shoes may not influence mass perception accuracy.

scholarly journals THE IMPACT OF TRANSFORMATIONAL LEADERSHIP TO TEAM PERFORMANCE

2019 ◽  
Vol 07 (11) ◽  
pp. 33-37
Author(s):  
Yudi Mochamad ◽  
Djabir Hamzah ◽  
Otto R. Payangan ◽  
Nurdjanah Hamid
Keyword(s):  
Transformational Leadership ◽  
Team Performance ◽  
The Impact

scholarly journals What the differences in conflict between online and face-to-face work groups mean for hybrid groups: A state-of-the-art review

2020 ◽  
Vol 8 ◽  
pp. 51-77
Author(s):  
Jessica Kahlow ◽  
Hanna Klecka ◽  
Erin Ruppel
Keyword(s):  
Group Performance ◽  
Work Groups ◽  
Leadership Behaviors ◽  
Computer Mediated Communication ◽  
Mediated Communication ◽  
Online Groups ◽  
Face To Face ◽  
Computer Mediated ◽  
Performance Satisfaction ◽  
Task Oriented

Conflict has been a topic widely studied in communication and management studies literature. How groups handle conflict can affect group performance, satisfaction, and commitment (Martínez-Moreno, González-Navarro, Zornoza, & Ripoll, 2009; Pazos, 2012; Staples & Webster, 2007; Workman, 2007). Much of this literature focuses on online, task-oriented work groups, and how these groups differ from face-to-face (F2F) groups. However, hybrid groups (i.e., those that work both F2F and online) are increasingly common. To better understand conflict in hybrid groups, we review 68 articles regarding online, hybrid, and F2F groups that highlight the differences between F2F and online groups and consider what these differences mean for hybrid groups. In doing so, we identify several emergent themes related to how conflict is managed in online and hybrid groups. The literature suggests that there are many benefits to online and hybrid groups, such as the ability to assemble more diverse teams and work asynchronously, but that conflict is also more common in online than F2F groups. Strong norms and leadership behaviors that encourage trust and cohesion appear to reduce conflict and its effects on group performance and decision making, especially in online groups. These findings suggest that in hybrid groups, F2F meetings might be used to quickly establish group norms, trust, and cohesion, which can then improve online group interactions. However, more research is needed to understand how conflict occurs and is managed in hybrid groups. Future communication research should focus on examining conflict management in hybrid groups using computer-mediated communication perspectives.

scholarly journals Manajemen Kepemimpinan Transformasional dalam Meningkatkan Kinerja Tenaga Pendidik dan Kependidikan

ISLAMIKA ◽  
2020 ◽  
Vol 2 (1) ◽  
pp. 1-19
Author(s):  
Muhammad Miftah Alfiani ◽  
Yayuk Fauziyah
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Educational Institution ◽  
School Principal ◽  
Social Changes ◽  
Leadership Management ◽  
Analysis Technique ◽  
Education Personnel ◽  
Task Oriented

This study aims to determine the effect of transformational leadership management on the performance of educators and education personnel. Many things are related in order to support the success of an Islamic educational institution, one of which concerns the style displayed by the figure of the leader or the pattern of behavior that he displays in leading. In general leadership style there are two leadership styles namely task oriented style (task oriented), and member oriented style (employee-oriented). In subsequent developments along with social changes the model and style of leadership underwent a change in the style of transactional leadership, transformational leadership, and visual leadership. This research uses a descriptive quantitative approach. Data from this study were obtained from the school principal, board of teachers and other school staff at SMP Muhammadiyah 2 Taman. Data collected by observation, interview and documentation. The data analysis technique used is descriptive - qualitative. The results of the study indicate that transformational leadership management is able to improve the quality of the performance of educators and education personnel in SMP Muhammadiyah 2 Taman.

The effects of shared leadership on team performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiyeong Han ◽  
Jeewhan Yoon ◽  
Woojae Choi ◽  
Gyehoon Hong
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Mediating Effect ◽  
Conservation Of Resources ◽  
Team Leaders ◽  
Negative Effects ◽  
Content Type ◽  
Positive Effects ◽  
High Level ◽  
Task Oriented

PurposeThis study aims to investigate the relationship between shared leadership and team performance at the team level. Drawing on conservation of resources (COR) theory, the authors examine whether shared leadership is associated with team performance through team positive psychological capital (PsyCap). This study further examines whether task-oriented and relationship-oriented shared leadership affect team performance differently.Design/methodology/approachMulti-source survey data were obtained from 92 team leaders and 319 employees. An aggregation approach was used to analyze the data at the team level.FindingsA high level of shared leadership positively influences team performance through the mediation of team PsyCap. Moreover, relationship-oriented shared leadership is positively associated with team performance through team PsyCap, while task-oriented shared leadership is negatively associated with team performance without the mediating effect of team PsyCap.Practical implicationsBy focusing on the negative effects of task-oriented shared leadership and the positive effects of relationship-oriented shared leadership and team PsyCap on team performance, this study suggests new ways to manage team performance effectively and extends shared leadership literature.Originality/valueThis study applied COR theory to analyze the effect of shared leadership mediated by team PsyCap on team performance. It contributes to shared leadership literature by shedding light on the negative effects of task-oriented shared leadership and on the positive aspects of relationship-oriented shared leadership.

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