scholarly journals Seems Fair to Me: Dyadic Leader Consensus Mediates Fairness and Group Performance

2017 ◽  
Vol 49 (2) ◽  
pp. 195-225 ◽  
Author(s):  
Dritjon Gruda ◽  
Jim McCleskey ◽  
Raul Berrios
Keyword(s):  
Shared Leadership ◽  
Group Performance ◽  
Round Robin ◽  
Team Leader ◽  
Leadership Theory ◽  
Social Consensus ◽  
Team Members ◽  
Perceptions Of Leadership ◽  
The Relationship ◽  
Do So

Drawing on both relational and shared leadership theory and utilizing social consensus, we examine the relationship between percieved leader fairness, leader consensus (LC), and group performance. We do so by conceptualizing LC as a new way of hypothesizing and examining shared leadership. LC derives from mutual dyadic perceptions of all members in a team. First, we examine perceptions of leader fairness as a possible antecedent of LC. Second, we investigate the mediational effect of dyadic perceptions of leadership (i.e., LC predicts group performance). In two multisource studies using a round-robin design, we demonstrate that when team members reach a clear consensus about their team leader, perceived leader fairness was positively associated with LC. Furthermore, teams who perceived their leaders as fair exhibited higher group performance.

scholarly journals The Impact of Group Diversity and Kunja Leadership on Group Performance

2012 ◽  
Vol 25 (1) ◽  
pp. 27-58
Author(s):  
SuYoung Ryu
Keyword(s):  
Group Performance ◽  
Team Leader ◽  
Executive Directors ◽  
Team Members ◽  
Moral Virtues ◽  
Confucian Values ◽  
Western Values ◽  
Group Diversity ◽  
The Impact ◽  
The Relationship

This article studied the impact of group diversity and kunja leadership on group performance and studied the moderating effect of kunja leadership on the relationship between group diversity and group performance from a social capital perspective. Group diversity was evaluated in terms of demographic, job-related, and values-based measures. Demographic diversity was measured by the degree of variability in age and gender within a team. Job-related diversity was measured by the degree of variability within a team in education levels, positions, types of jobs and team members' tenure worked with current team leader. Value diversity was measured by the degree of separation in both Confucian values and in Western values found within a team. Specially, the Confucian values were measured in Ryu(2007)' Korean Confucian values, while the level of Western values using the Rokeach Value Survey. Kunja leadership refers to a team leader exhibiting moral virtues of a kunja-an ideal person in Confucian society. Group performance was evaluated by the company's executive directors. Data were collected from 288 team members, 66 team leaders and 12 executive directors in 66 teams of 10 Korean corporations. The results were as follows: Of the control variables, group size and the degree of group formalization were positively related to group performance, while a leader's tenure was negatively related to group performance. Of the independent variables, team members' tenure diversity, Western values diversity, and kunja leadership were positively related to group performance. In addition, the facets of kunja leadership of humanity, righteousness, courtesy, wisdom, and trustworthiness were positively related to group performance, with courtesy having the most positive relationship. Kunja Leadership was found to positively moderate the relationship between diversity in educational levels and group performance, and to positively moderate the relationship between diversity in Confucian values and group performance. However, kunja leadership negatively moderated the relationship between diversity in Western values and group performance.

scholarly journals Consensus among group members’ shared leadership ratings polarizes group performance

2020 ◽  
Author(s):  
Ioku Tomohiro
Keyword(s):  
Shared Leadership ◽  
Group Performance ◽  
Leadership Behavior ◽  
Regression Analyses ◽  
Hierarchical Multiple Regression ◽  
School Settings ◽  
Study Results ◽  
Group Members ◽  
Using Data ◽  
The Relationship

We examined whether the extent of perceived variability (i.e., consensus) among group members’ shared leadership ratings polarize group performances. Through using data from 39 classes in school settings, we explored the relationship between students’ shared leadership behavior and group performance as moderated by the extent of variability among group members’ shared leadership ratings. Study results, based on hierarchical multiple regression analyses, were consistent with the hypothesized conceptual scheme of moderation in that the slope of the relationship between shared leadership and group performance was stronger (and positive) for classes with high consensus than ones with low consensus. This indicates consensus among group members’ shared leadership ratings polarizing group performance.

Disentangling the relationship between empowering leader behaviors and adaptive performance in work teams

2019 ◽  
Vol 23 (5) ◽  
pp. 761-777
Author(s):  
Vincent Rousseau ◽  
Caroline Aubé
Keyword(s):  
Shared Leadership ◽  
Work Teams ◽  
Adaptive Performance ◽  
Leader Behaviors ◽  
Team Leaders ◽  
Access To Resources ◽  
Team Members ◽  
Mediating Role ◽  
The Relationship

When teams operate in a dynamic and complex environment, their ability to adapt to changing demands is crucial for organizational success. The aim of this study is to investigate the role of empowering behaviors exhibited by team leaders in team adaptive performance by taking into account the mediating role of shared leadership displayed by team members and the moderating effect of access to resources. Data were collected from 82 work teams (i.e., 394 members and 82 immediate supervisors) in a public safety organization. Results of path analyses show that the relationship between empowering leader behaviors and team adaptive performance is mediated by shared leadership. Moreover, we found that the relationship between empowering leader behaviors and shared leadership is moderated by access to resources, such that this relationship is stronger when the level of access to resources is high. Overall, the findings shed light on the process through which team leaders can enhance the adaptive performance of their team.

Envy climate and group performance in full-service hotels: the roles of intragroup relationship conflict and competitive climate

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wen Wu ◽  
Dan Ni ◽  
Shaoxue Wu ◽  
Lu Lu ◽  
Xijing Zhang ◽  
...  
Keyword(s):  
Group Performance ◽  
Relationship Conflict ◽  
Content Type ◽  
Team Members ◽  
Individual Level ◽  
Functional Perspective ◽  
Group Members ◽  
The Individual ◽  
The Relationship ◽  
Practical Implications

Purpose The extant literature mainly focuses on the antecedents and outcomes of envy at the individual level. Workgroups have become ideal units for research on envy given the ubiquitous teamwork in organizations. This study aims to examine whether, how and when envy climate can influence group performance. Design/methodology/approach The authors analyzed data collected in three waves from a sample of 72 groups with 475 team members in full-service hotels in China. Findings Envy climate was negatively associated with group performance via intragroup relationship conflict. Furthermore, competitive climate moderated the effect of envy climate on intragroup relationship conflict and the indirect effect of envy climate on group performance through intragroup relationship conflict. Practical implications The present research offers organizations valuable insights into how to minimize the climate of envy and competition within a group and relieve the relationship conflict that may damage group performance. Originality/value Drawing on a social functional perspective of emotions, this study enriches the envy research by conceptualizing envy climate as a collective perception and clarifying its effect on group performance. The authors extend the understanding of envy climate by showing how a climate of envy embedded in a group influences group performance and also explain when group members may be more likely to act in a destructive way to respond to such a climate.

scholarly journals Transformational leadership as a moderator of the relationship between psychological safety and learning behaviour in work teams in Ghana

2013 ◽  
Vol 39 (1) ◽  
Author(s):  
Stephen K. Kumako ◽  
Maxwell A. Asumeng
Keyword(s):  
Work Teams ◽  
Psychological Safety ◽  
Team Leadership ◽  
Important Variable ◽  
Team Leader ◽  
Learning Behaviour ◽  
Cross Sectional Survey ◽  
Managerial Implication ◽  
Team Members ◽  
The Relationship

Orientation: Transformational team leadership is an important variable that influences team members’ perception of the team as psychologically safe enough to engage in learning behaviours.Research purpose: The study was aimed at investigating the relationship between psychological safety and learning behaviour in teams, as well as the moderating role of transformational team leadership in this relationship.Motivation for the study: For a team to be effective, adaptive and innovative and engage in learning behaviours, the transformational team leader must set the right climate in the team, where he or she welcomes the team members’ opinions, questions and feedback at no risk to their image. An understanding of this will be important in team leader selection and training.Research design, approach and method: Using a cross-sectional survey design, 57 work teams comprising 456 respondents in teams of 7–9 members were purposively sampled from five financial institutions in Accra, Ghana. Hierarchical regression and moderation analyses were run on the data at the team level.Main findings: Results indicated a positive relationship between team psychological safety and team learning behaviour, with transformational team leadership moderating this relationship.Practical/managerial implication: Transformational team leadership is important in creating a climate of psychological safety that will enable team members to engage in learning behaviours.Contribution/value-add: The study provided theoretical and empirical evidence that, in organisational contexts, transformational team leadership is an important variable that can facilitate psychological safety and learning behaviour in teams.

The role of shared leadership in enhancing the quantity and quality of team performance: The influence of perceived task complexity

2019 ◽  
Vol 27 (5) ◽  
pp. 30-32
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Task Complexity ◽  
Content Type ◽  
Team Members ◽  
Team Decision ◽  
First Time ◽  
The Relationship

Purpose This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity on this relationship. Design/methodology/approach Data was gathered from 26 teams of students from a major university in Germany who completed a laboratory team decision-making exercise. Findings The results suggest that teams sharing leadership showed better team performance and made fewer errors. They achieved higher levels of quality of performance. In addition, if the team members viewed the task as highly complex then the quality of their performance was increased. Practical implications Therefore for organizations to optimize team performance shared leadership should be promoted, the SNA should be used to develop interventions and training and influencing perceptions of task complexity should be considered as an important strategy to stimulate shared leadership in teams. Originality/value This paper has an original approach by testing for the first time how perceived task complexity moderates the relationship between shared leadership and team performance and by developing an original team task to investigate shared leadership.

Is the Most Effective Team Leadership Shared?

2010 ◽  
Vol 9 (3) ◽  
pp. 105-116 ◽  
Author(s):  
Julia Elisabeth Hoch ◽  
Craig L. Pearce ◽  
Linda Welzel
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Team Leadership ◽  
Project Teams ◽  
Team Coordination ◽  
Team Members ◽  
Age Diversity ◽  
Performance Results ◽  
The Impact ◽  
The Relationship

In the present paper we examine the moderating effects of age diversity and team coordination on the relationship between shared leadership and team performance. Using a field sample of 96 individuals in 26 consulting project teams, team members assessed their team’s shared leadership and coordination. Six to eight weeks later, supervisors rated their teams’ performance. Results indicated that shared leadership predicted team performance and both age diversity and coordination moderated the impact of shared leadership on team performance. Thereby shared leadership was positively related to team performance when age diversity and coordination were low, whereas higher levels of age diversity and coordination appeared to compensate for lower levels of shared leadership effectiveness. In particular strong effects of shared leadership on team performance were evident when both age diversity and coordination were low, whereas shared leadership was not related to team performance when both age diversity and coordination were high.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

THE IMPACT OF LEADERSHIP PRACTICES TO TEAM MEMBERS’ SATISFACTION

2009 ◽  
Vol 8 (1) ◽  
Author(s):  
Chalimah .
Keyword(s):  
Conflict Resolution ◽  
Leadership Practices ◽  
Hotel Industry ◽  
Leader Behavior ◽  
Team Leader ◽  
Shop Floor ◽  
Team Members ◽  
Top Executives ◽  
Wide Range ◽  
The Impact

eamwork is becoming increasingly important to wide range of operations. It applies to all levels of the company. It is just as important for top executives as it is to middle management, supervisors and shop floor workers. Poor teamwork at any level or between levels can seriously damage organizational effectiveness. The focus of this paper was therefore to examine whether leadership practices consist of team leader behavior, conflict resolution style and openness in communication significantly influenced the team member’s satisfaction in hotel industry. Result indicates that team leader behavior and the conflict resolution style significantly influenced team member satisfaction. It was surprising that openness in communication did not affect significantly to the team members’ satisfaction.

Sign in / Sign up

Export Citation Format

Share Document