Cognition-based and affect-based trust as mediators of leader behavior influences on team performance

We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior and team performance, and for efforts to enhance leader development by combining knowledge from different leadership theories.     

虚拟团队沟通模式对信任和绩效的作用

本研究采用资源两难的情景模拟．研究虚拟团队中沟通模式对于团队信任和绩效的作用,120名被试参与了实验。研究发现．虚拟团队在资源两难任务中．沟通模式对信任和绩效的作用均达到显著水平．团队的信任和绩效水平在网络式沟通模式中最高,其次是层级模式,在序列模式中最低,显示了沟通模式在虚拟团队中作用方式。     

Leader-member exchange and member performance: a new look at individual-level negative feedback-seeking behavior and team-level empowerment climate

From a basis in social exchange theory, the authors investigated whether, and how, negative feedback-seeking behavior and a team empowerment climate affect the relationship between leader-member exchange (LMX) and member performance. Results showed that subordinates' negative feedback-seeking behavior mediated the relationship between LMX and both objective and subjective in-role performance. In addition, the level of a team's empowerment climate was positively related to subordinates' own sense of empowerment, which in turn negatively moderated the effects of LMX on negative feedback-seeking behavior.     

A motivated information processing perspective on the antecedents of empowering leadership

Empowering leadership is an important influence on team effectiveness. This makes the question of what the antecedents of team empowering leadership are an important issue to consider. To address this question, we propose a motivated information processing perspective that holds that engaging in empowering leadership is based on social information processing, and that there are individual differences in how elaborate that information processing is. We argue that a key consideration in shifting control from the leader to the team is the extent to which empowering leadership is driven by leaders’ consideration of their trust in the team (i.e., an instance of social information processing), and that leader need for closure (a trait capturing the disposition to carefully consider decisions and actions) moderates the relationship between leader trust in team and empowering leadership. A survey of N = 156 work teams supported these hypotheses.     

Shared leadership and team effectiveness: The examination of LMX differentiation and servant leadership on the emergence and consequences of shared leadership

This study examined the effects of leader–member exchange (LMX) differentiation on team-shared leadership and team effectiveness. Drawing on the group engagement model, we suggested that LMX differentiation negatively affects team-shared leadership and team effectiveness (i.e., team performance and team organizational citizenship behavior [OCB]). Servant leadership weakens the negative effects of LMX differentiation on shared leadership. We tested our predictions using data from a sample of 336 salespersons nested in 110 sales teams in China. We found that shared leadership mediated the relationships between LMX differentiation with both team performance and team OCB. In addition, servant leadership moderated the relationship between LMX differentiation and shared leadership and the indirect relationship between LMX differentiation with both team performance and team OCB.     

Transformational and transactional leaderships,empowerment climate,and innovation performance: A multilevel analysis in the Chinese context

Innovation through creativity is an important factor in the success and competitive advantage of organizations. Theory and research suggest that both leadership and organizational climate have important consequences for individual creativity. However, researchers have rarely considered the interactive effects of leadership and organizational climate. This study taking a “Substitute for Leadership” perspective, develops and tests the idea that empowerment climate affect the relationship between leadership and followers' creative performance. Data were collected from 93 teams, including 465 team members and 93 team supervisors, in a large multinational company based in China. Hierarchical linear modelling was used to examine the hypothesized cross-level model. As expected, transformational leadership and team empowerment climate were positively related to subordinates' creative performance and transactional leadership was negatively related to subordinates' creative performance. In addition, the relationship between leadership and subordinates' creative performance was moderated by team empowerment climate. The study resulted in the implication of several major variables for explaining individual creativity in the Chinese context.     

The differential effect of team members' trust on team performance: The mediation role of team cohesion

This study examines team performance as affected by various trusting relationships: trust between team members and the team's trust in their direct manager and in top management. Data for the study were collected from a survey of 690 professional elite athletes (belonging to 59 different sports clubs) playing in the regular, top professional Spanish leagues. The model was tested at the team level. Findings reveal that team member trust with respect to the different foci has both a direct and indirect effect on team performance, and that team player trust and cohesion play a mediating role. This study illustrates the dynamic relationship within teams, and, as such, trust among teammates mediates the relationship between trust in the coach as well as team cohesion in determining team performance. The implications for managing teams in other contexts are also evaluated.     

Transformational leadership and team performance in sports teams: A conditional indirect model

This study tests how transformational leadership fosters team performance through team cohesion and how that relationship is moderated by previous team performance and leadership consensus. We computed a moderated-mediation model based on a sample of 690 professional players in 59 top professional teams in interactive team sports leagues (basketball, handball, roller hockey, and indoor football/soccer) in Spain. Our findings suggest that transformational leadership indirectly influences objective team performance through the mediation role of team cohesion and that this indirect effect is more prominent when the level of previous performance is higher. We also found that the indirect effect of transformational leadership on team performance via cohesion is stronger in teams with higher consensus regarding their coaches' leadership. Overall, our results demonstrate the importance of integrating dispersion and contextual variables into research models, in particular, previous performance and leadership consensus.     

Employee customer orientation in manufacturing organizations: joint influences of customer proximity and the senior leadership team

Pursuing a customer-focused strategy in manufacturing organizations requires employees across functions to embrace the importance of understanding customer needs and to align their everyday efforts with the goal of satisfying and retaining customers. Little prior research has examined what factors influence employee customer orientation in manufacturing settings. Drawing on the attraction-selection-attrition model, upper-echelons theory, and contingency theories of leadership, this study investigated the joint influences of functional roles' proximity to external customers and the senior leadership team's customer orientation on employee customer orientation. Hierarchical linear modeling results based on data obtained from 4,299 employees and 403 senior leaders from 42 facilities of a global manufacturer operating in 16 countries revealed that employees occupying customer-contact roles had the highest level of customer orientation, followed by employees occupying production roles, and then by those in support roles. In addition, there was a positive relationship between the senior leadership team's customer orientation and employee customer orientation for all 3 functional roles. The positive relationship between the senior leadership team and employee customer orientation was the strongest for employees in support roles, suggesting that lower levels of proximity to external customers may create a greater need for leadership in developing employees' customer-oriented attitudes.     

The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment

Leaders are encouraged to show benevolence to followers in paternalistic cultures. Yet, there remains debate about whether the influence of increasingly benevolent leadership on follower outcomes is linearly favorable. Grounded in the too‐much‐of‐a‐good‐thing effect and resource allocation theory, we developed and tested a model considering a potential curvilinear relationship between benevolent leadership and team performance while also examining the mediating role of team action processes. We further reasoned that this curvilinear indirect effect would be moderated by team commitment, which could neutralize the diminishing performance returns resulting from excessive benevolent leadership. To test these ideas, we carried out two studies. In the first study, multisource and time‐lagged data collected from 381 employees working in 104 research and development teams showed that benevolent leadership exhibited an inverted U‐shaped relationship with team performance, but this curvilinear relationship disappeared in teams with high team commitment. In the second study, we replicated and extended our results using a sample of 417 employees from 101 hotel management teams of a large hotel chain. Specifically, we found an inverted U‐shaped relationship between benevolent leadership and team action processes, which mediated the inverted U‐shaped relationship between benevolent leadership and team performance. Moreover, this indirect curvilinear effect only held in teams with low team commitment. We discuss the implications of our findings for both theory and practice.     

Substitutes for leadership in anaesthesia teams and their impact on leadership effectiveness

In this study we aim to increase our understanding of leadership in anaesthesia teams by investigating the relationship between substitutes for leadership, leadership behaviour, and team performance in situations with varying levels of routine and standardization. The present study relied on video recordings of 12 anaesthesia teams in a simulated setting with the occurrence of a nonroutine event. Clinical team performance was measured by the speed of adequate team reaction to this event. The leadership behaviours observed were coded either as content oriented (e.g., information transmission) or structuring (e.g., assigning tasks). Results showed that leadership behaviour changed depending upon the level of routine of a situation, the degree of standardization, and, to some extent, on the experience of team members. Leadership tends to be positively related to team performance during nonroutine and low standardized situations but negatively related to team performance in routine and highly standardized situations. Furthermore, leadership is only slightly related to team member experience. This study improves our understanding of influences of substitutes for leadership on successful leadership behaviour in anaesthesia teams. The findings also lead to suggestions for both further research and the enhancement of team leadership in critical care.     

团队中信任形成的映象决策机制

有关团队管理的研究日益注重团队行为过程及其因素并聚焦团队动力机制。其中,团队中信任形成机制成为管理心理学中的前沿领域。以往研究表明,团队成员间的信任模式及其水平是高绩效工作团队的关键条件,团队中信任的形成过程受到成员的个体价值取向、人际交往能力、团队领导风格以及团队共享心理模型特征等诸多因素的影响。而团队信任形成与发展的机制,则仍然是有待深入研究的重要课题。为了进一步研究与分析团队运作机制,以映象理论为基础,采用了实验模拟方法,系统考察团队成员信任的形成过程及其关键特征,深入探索团队成员信任形成的映象决策机制。实验采用团队局域网络模拟方法和被试间因子式设计,分别设置了高目标冲突（个体目标导向）和低目标冲突（团队目标导向）等两种条件。对随机组合的20个团队进行了投资任务的实验模拟与分析,结果表明,团队成员的信任决策是一种映象决策,表现出拒绝阈限。在建立信任关系的过程中,理想映象和当前映象的加工对能力和诚信更加重视,容易导致不信任;而对善意的要求稍宽一些。团队成员在工作任务中对理想映象和当前映象之间进行相容性检验,并作出信任决策判断。在这一动态过程中,相容性知觉起着部分中介作用,形成了映象决策的机制     

团队领导行为与团队心理安全：以信任为中介变量的研究

已有的团队领导研究着重于领导行为对团队绩效的影响,而缺乏其作用机制和路径的研究。本文选取信任与团队心理安全两个变量,以142个团队为样本,对团队领导行为是否以及如何通过信任影响团队心理安全进行实证研究。研究结果表明：(1)转换型领导行为与团队心理安全之间存在正相关关系,显著地影响团队心理安全感;(2)信任是形成团队心理安全感的重要因素之一;(3)信任在团队领导行为、团队心理安全感之间的中介效应显著。     

The Influence of Change-Oriented Leadership and Psychological Safety on Team Learning in Healthcare Teams

Purpose

Researchers have identified team learning as an important predictor of team performance. In healthcare organizations, it is especially critical for care quality and hospital performance that teams engage in learning behaviors to reduce errors and improve service effectiveness. The main objective of this study is to examine the role of change-oriented leadership in the learning process and outcomes of healthcare teams.

Design/Methodology/Approach

The sample comprises a total of 698 healthcare professionals working in 107 teams at different public hospitals throughout Spain. Members of teams were invited to participate voluntarily by completing an anonymous individual questionnaire.

Findings

The results show a mediating effect of team learning on the relationship between change-oriented leadership and team performance and psychological safety and team performance.

Originality/Value

Our study contributes to the literature by investigating the role of change-oriented leadership in facilitating team learning behaviors. Moreover, this study advances our understanding of the mediators of the relationship between team leadership and outcomes by testing to assess whether specific change-oriented leader behaviors nurture psychological safety, team learning and, therefore, performance.

     

Effects of trusting and being trusted on team citizenship behaviours in chain stores

Previous studies showed a robust and positive relationship between subordinates' trust for leaders and their individual organizational citizenship behaviours. Building on this foundation, we examined two extensions. First, based on the team citizenship behaviours approach, we studied whether the same relationship held at the group level. Second, drawing from literature on leadership and self-efficacy, we studied whether leaders' perceptions of being trusted by their subordinates mattered in this trust relationship; we also examined how this perception affected team citizenship behaviours. Results showed that subordinates' trust for leaders and team citizenship behaviours were positively related at the team level. When leaders felt more trusted, teams showed more citizenship behaviours. Beyond these main effects, leaders' felt trust was found to negatively moderate the relationship between staff trust for leaders and team citizenship behaviours. Theoretical and practical implications of this research are discussed.     

Transformational leadership: relations to the five-factor model and team performance in typical and maximum contexts

This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts. Data were collected from 39 combat teams from an Asian military sample (N = 276). Results found that neuroticism and agreeableness were negatively related to transformational leadership ratings. Team performance ratings correlated at only.18 across the typical and maximum contexts. Furthermore, transformational leadership related more strongly to team performance in the maximum rather than the typical context. Finally, transformational leadership fully mediated the relationship between leader personality and team performance in the maximum context but only partially mediated the relationship between leader personality and team performance in the typical context. The Discussion section focuses on how these findings, although interesting, need to be replicated with different designs, contexts, and measures.     

Informal Hierarchy and Team Creativity: The Moderating Role of Empowering Leadership

Although there is growing evidence that strong informal influence hierarchies can enhance teams' core task performance, recent theorising suggests that such informal hierarchies may, at the same time, stifle team creativity. The current study draws from the Motivated Information Processing in Groups (MIP-G) model to empirically examine this latter notion. Moreover, we build on functional leadership theories to propose that the link between informal hierarchy strength and team creativity hinges on a formal team leader's empowering leadership. Using a sample of 56 organisational work teams comprising 304 individuals from a wide range of industries, we found that stronger informal influence hierarchies related negatively with team creativity when the formal leader exhibited little empowering behaviour. When the formal leader acted in more empowering ways, by contrast, this negative relationship was dampened. These findings provide new knowledge on the role of informal influence hierarchies for team creativity and advance our understanding of how informal hierarchical relations and formal leadership processes can jointly shape important team outcomes.     

Embracing transformational leadership: team values and the impact of leader behavior on team performance

The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.     

不同任务情境中虚拟团队绩效过程模式

运用模拟实验,通过操纵任务类型和任务依存性,考察了不同任务情境中虚拟团队的各种绩效过程模式及其演化过程。研究发现：（1）三种绩效过程模式对团队任务绩效具有不同的作用,在整个过程中,团队成员都能够设置比较客观的目标;而方法模式只在第一和第三阶段表现出显著作用;信任模式在第一和第二阶段的显著作用,表现出后期受到学习效应的干扰。（2）在概念性任务中,任务依存性对团队任务绩效作用显著,而在行为性任务中,其作用不显著,而且,任务依存性对不同任务类型中的绩效过程模式具有不同的作用。     

Age differences between leader and followers as a moderator of the relationship between transformational leadership and team performance

In a field study of 49 R&D teams in the pharmaceutical industry, the age difference between the team leader and the team members was examined as a moderator of the relationship between transformational leadership and team supervisors' longitudinal ratings of team performance. Data collected from 285 team members and 21 team supervisors showed that this relationship was positive when the leader was older than the other team members, but non‐significant when the leader's age was closer to the mean age of the team members. This finding broadens the still fragmentary knowledge of the conditions under which transformational leadership is likely to have more or less positive effects on team performance.