Leadership Team Cohesion and Subordinate Work Unit Morale and Performance

1993 ◽  
Vol 5 (3) ◽  
pp. 141-158 ◽  
Author(s):  
Fred A. Mael ◽  
Cathie E. Alderks
Keyword(s):  
Leadership Team ◽  
Team Cohesion ◽  
Work Unit ◽  
And Performance

scholarly journals Leadership's Activation of Team Cohesion As A Strategic Asset: An Empirical Simulation

1970 ◽  
Vol 24 (1) ◽  
pp. 1-26
Author(s):  
Michael Michalisin ◽  
Steven Karau ◽  
Charnchai Tangpong
Keyword(s):  
Strategic Management ◽  
Group Process ◽  
Positive Impact ◽  
Leader Behavior ◽  
Leadership Team ◽  
Team Cohesion ◽  
Performance Data ◽  
Superior Performance ◽  
Resource Based View ◽  
And Performance

The current study examined the linkage between leadership, team cohesion, andsuperior performance using group process and performance data collected froma strategic management simulation conducted over a four-month period. Resultsshowed that organizational leadership was not directly associated with superiorperformance (SP) of simulated firms. However, leadership was significantly associatedwith team cohesion, which in turn was significantly associated with SF,suggesting that leadership may strengthen performance indirectly by effectuatingkey group process mechanisms. Consistent with the Resource Based View of thefirm, these findings suggest that leader behavior, through its positive impact onthe development of team cohesion, can yield superior performance.

Transformational Leadership,Team Cohesion, Efficacy, and Performance

2017 ◽  
Vol 2017 (1) ◽  
pp. 10265
Author(s):  
Haider Muhammad Abdul Sahib ◽  
Celeste P.M. Wilderom
Keyword(s):  
Transformational Leadership ◽  
Leadership Team ◽  
Team Cohesion ◽  
And Performance

Knowledge-Oriented Leadership, Team Cohesion, and Project Success: A Conditional Mechanism

2022 ◽  
pp. 875697282110631
Author(s):  
Shahida Mariam ◽  
Kausar Fiaz Khawaja ◽  
Muhammad Nawaz Qaisar ◽  
Farooq Ahmad
Keyword(s):  
Project Success ◽  
Positive Association ◽  
Leadership Team ◽  
Team Cohesion ◽  
Project Complexity ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

We examined the impact of knowledge-oriented leadership on project success via team cohesion and the moderating role of valuing people and project complexity on this relationship. We collected data from 121 project employees in Pakistan in a two-wave field survey at an interval of 15 days. The results showed a positive association between knowledge-oriented leadership and project success, and team cohesion partially mediated this relationship. Valuing people positively moderated the relationship between knowledge-oriented leadership and team cohesion. Project complexity had a negative but insignificant moderating effect on project success. The theoretical and practical implications of these findings are discussed.

scholarly journals What Makes Creative Teams Tick? Cohesion, Engagement, and Performance Across Creativity Tasks: A Three-Wave Study

2016 ◽  
Vol 42 (4) ◽  
pp. 521-547 ◽  
Author(s):  
Alma M. Rodríguez-Sánchez ◽  
Toon Devloo ◽  
Ramón Rico ◽  
Marisa Salanova ◽  
Frederik Anseel
Keyword(s):  
Team Performance ◽  
Task Engagement ◽  
Team Cohesion ◽  
Creative Performance ◽  
Mediational Process ◽  
Wave Research ◽  
And Performance ◽  
Mediational Role ◽  
Organizational Simulation

The present study examines the mediational role of collective engagement in the relationship between team cohesion and team creative performance. A reciprocal process was expected to unfold across creativity task episodes: (a) team cohesion leads to collective task engagement, which in turn has a positive effect on team creative performance (perceived team performance and independently rated creativity), and (b) perceived team creative performance predicts the development of future team cohesion. The study relied on a longitudinal three-wave research design through an organizational simulation exercise, in which 118 project teams (605 individuals) were charged with three creativity tasks. This study advances collective task engagement as an important mediational process explaining team performance in creative activities.

PENGARUH KEJELASAN SASARAN ANGGARAN DAN AUDIT KINERJA TERHADAP AKUNTABILITAS KINERJA INSTANSI PEMERINTAH (Studi Empiris Kabupaten Mamuju Tengah)

2019 ◽  
Vol 2 (2) ◽  
pp. 1-13
Author(s):  
Ari Sarwo Indah Safitri
Keyword(s):  
Organizational Commitment ◽  
Partial Least Square ◽  
Least Square ◽  
Primary Data ◽  
Government Agencies ◽  
Government Performance ◽  
Work Unit ◽  
Performance Accountability ◽  
And Performance ◽  
Regional Work

This research was conducted with the aim of: (1) Knowing and analyzing the influence of theclarity of the budget target on government performance accountability; (2) Knowing and analyzing the effect ofaudit performance on government performance accountability; (3) Knowing and analyzing the influence ofclarity of budget targets and performance audits simultaneously on the performance accountability ofgovernment agencies; (4) Knowing and analyzing organizational commitment can moderate the relationshipbetween clarity of budget goals and performance audits with performance accountability of governmentagencies This study uses primary data through a survey of all Regional Work Unit (SKPD) in Mamuju TengahDistrict, which amounts to 33. This research was conducted for three months, from December to February 2019.Data were analyzed using the Partial Least Square (PLS) approach. The results of this study indicate that: (1)Clarity of budget targets has a positive and significant effect on the performance accountability of governmentagencies; (2) performance audits have a positive and significant effect on the performance accountability ofgovernment agencies; (3) clarity of objectives has a positive and significant effect on the accountability ofperformance of government agencies by being moderated by organizational commitment; (4) performance auditshave a positive and significant effect on the performance accountability of government agencies by beingmoderated by organizational commitment.

scholarly journals Mitigating the Detrimental Impact of Maximum Negative Affect on Team Cohesion and Performance Through Face-to-Face Communication

2018 ◽  
Vol 44 (1) ◽  
pp. 211-238 ◽  
Author(s):  
N. Sharon Hill ◽  
Lynn R. Offermann ◽  
Kaitlin Thomas
Keyword(s):  
Negative Affect ◽  
Team Performance ◽  
Indirect Effect ◽  
Negative Impact ◽  
Team Cohesion ◽  
Face To Face ◽  
Interdependence Theory ◽  
And Performance ◽  
Team Functioning ◽  
Detrimental Impact

Research on team affective composition has been limited by primarily focusing on the influence of the mean level of team affect despite suggestions that even one affectively negative member may have a disproportionate influence on team functioning and outcomes. Drawing on key tenets of social interdependence theory and integrating team affect and communication research, we investigate the influence of the team member with the highest score on trait negative affect (maximum negative affect). We also highlight an important factor, face-to-face communication, that may mitigate the detrimental effect of maximum negative affect. Results show that the negative impact of team maximum negative affect on team cohesion, and the indirect effect on team performance behaviors through cohesion, is attenuated in teams that meet face-to-face more frequently. In addition, team performance behaviors mediate the indirect effect of cohesion on the team’s task performance outcome. Our findings make significant contributions to team affect research and also have important practical implications for managing negative affectivity in teams.

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