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.     

A multilevel study of leadership, empowerment, and performance in teams

A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams. Specifically, leader-member exchange related to individual performance partially through individual empowerment; leadership climate related to team performance partially through team empowerment; team empowerment moderated the relationship between individual empowerment and performance; and individual performance was positively related to team performance. Contributions to team leadership theory, research, and practices are discussed.     

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.     

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.     

Investigating a process model for leader affective presence,interpersonal emotion regulation,and interpersonal behaviour in teams

Leader affective presence is the tendency of leaders to elicit feelings that are consistent among other individuals, and has been supported as a relevant personality trait for understanding teamwork. Drawing on a model that integrates personality and emotion regulation, this study aimed to expand research on affective presence by proposing team members’ perceptions of leader interpersonal emotion regulation as a process that explains how leader affective presence is related to team member behaviour. In the model, teamness—the perception that interdependence and reflexivity are required in the team—is presented as a boundary condition to the effects of affective presence via emotion regulation. Results of a study conducted with 99 teams showed that team member ratings of leader positive affective presence were linked to their perceptions that leaders had used affect-improving emotion regulation which in turn was associated with greater team citizenship behaviour. Contrariwise, team member ratings of leader negative affective presence were associated with perceived use of affect-worsening emotion regulation by leaders which in turn was associated with lower levels of team citizenship, but only when teams were low in teamness. These findings contribute to understanding how leaders’ individual differences are related to teamwork through affective processes.     

Explaining affective linkages in teams: individual differences in susceptibility to contagion and individualism-collectivism

To expand on the understanding of how affective states are linked within teams, the authors describe a longitudinal study examining the linkages between team members' affective states over time. In a naturalistic team performance setting, they found evidence that the average affective state of the other team members was related to an individual team member's affect over time, even after controlling for team performance. In addition, they found that these affective linkages were moderated by individual differences in susceptibility to emotional contagion and collectivistic tendencies such that the strength of the linkage was stronger for those high in susceptibility and those with collectivistic tendencies. Implications for research and practice are discussed.     

Interference resolution moderates the impact of rumination and reappraisal on affective experiences in daily life

Research has shown that cognitive control processes play a central role in emotion regulation. While most research has examined whether individual differences in such processes are related to the use of these strategies, a crucial next step involves examining whether such differences influence their impact on people's feelings, especially in normal daily life. The present study examined whether impairments in cognitive control (measured using an affective interference resolution task) moderate the impact of using rumination and reappraisal on affective experiences in everyday life (assessed using experience sampling methods). Multilevel analyses revealed that difficulties removing previously relevant negative information from working memory were associated with a larger increase in negative affect following rumination, and smaller increase and decrease in positive and negative affect, respectively, following reappraisal. These findings show that impaired interference resolution for negative information aggravates the deleterious effects of rumination and curbs the benefits of reappraisal in daily life.     

Emergent Leadership Behaviors: The Function of Personality and Cognitive Ability in Determining Teamwork Performance and KSAs

This study investigated the theoretical underpinnings of individual differences in emergent leadership behaviors and their relationships to teamwork processes and outcomes. Both personality and cognitive ability were utilized to examine behaviors of leadership emergence, team performance, and KSAs. Three hundred and twenty undergraduate psychology students completed personality and cognitive ability tests and then formed sixty-seven mixed-gender teams. Members rated each other on emergent leadership behaviors as well as their team on specific interpersonal and self-management KSAs. Results revealed that extroversion, openness to experience and cognitive ability were predictive of emergent leadership behaviors. Conscientiousness and cognitive ability were associated with team performance. Implications and future directions for research are discussed.     

The relationship between collective efficacy and precompetitive affect in rugby players: testing Bandura's model of collective efficacy

This study extended research examining Bandura's (1997) proposed model of collective efficacy. Specifically, it examined the relationships between groups' collective efficacy and the precompetitive anxiety and affect they experienced. Prior to a competitive match 66 male Rugby Union footballers from 6 teams (2 university teams and 4 county league teams) completed a single-item measure of confidence in their team winning the forthcoming match, a 10-item measure of confidence in their team performing well in the forthcoming match, the modified Competitive State Anxiety Inventory-2, and the Positive and Negative Affect Schedule. Stepwise (forward) multiple regression analyses indicated that scores for collective efficacy accounted for only 6.3% of the variance in the intensities of cognitive state anxiety and only 22% of the variance in the positive affect experienced prior to the rugby match. The results indicate that concerns with the team's ability to win a match were associated with high cognitive state anxiety and that doubts regarding the team's ability to perform well were related to low positive affect. Given the magnitude of predicted variances, the findings seem to give some support to Bandura's proposal that the beliefs in collective efficacy of individuals engaged in a team task are related to precompetitive affective reactions and the experience of state anxiety.     

LEADERSHIP EMERGENCE IN AUTONOMOUS WORK TEAMS: ANTECEDENTS AND OUTCOMES

The aim of this study was to investigate (a) personality attributes and cognitive ability ( g ) as determinants of leadership emergence in teams, and (b) the impact of leadership that can emerge from the team leader (operationalized as the team member with the highest leadership score) and other team members (staff) on team performance. Autonomous work team members who had been working together for 13 weeks were studied. Participants were 480 undergraduates in 94 initially leaderless teams of 5 or 6. We found that leadership emergence was associated most strongly with g , followed by conscientiousness, extraversion, and emotional stability. Teams performed best when both the team leader and staff were high in leadership. Furthermore, an effective team leader does not ameliorate the negative affects of a staff low in leadership.     

When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator

The authors examined conditions under which teams' educational specialization heterogeneity was positively related to team creativity. Using a sample of 75 research and development teams, the authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that when transformational leadership was high, teams with greater educational specialization heterogeneity exhibited greater team creativity. In addition, teams' creative efficacy mediated this moderated relationship among educational specialization heterogeneity, transformational leadership, and team creativity. The authors discuss the implications of these results for research and practice.     

Learning outcomes in leadership teams: The multilevel dynamics of mastery goal orientation,team psychological safety,and team potency

A sample of 166 individual participants in 47 school leadership teams was used to investigate the multilevel relationships between individual learning outcomes and two dimensions of individual mastery achievement goal orientation—mastery approach goals (MAP), and an emotionally modified measure of mastery avoidance goals (MAV)—and two group-level emergent beliefs, namely, team potency and team psychological safety. All variables were independently positively related to individual learning; however, team potency had no incremental effect above team psychological safety. MAP and team potency interacted negatively on individual learning, indicating that the emergence of high potency in teams may compensate for low average level of MAP in teams. When running the complete research model, MAV and team psychological safety remained positively related to individual learning, in contrast to team potency and MAP. The implications of the findings for leadership teams are discussed.     

Innovation in top management teams: Minority dissent,transformational leadership,and radical innovations

Research among lower level teams suggests that minority dissent stimulates team innovation. We consider the role of CEO transformational leadership in the dissent–innovation relation and study this in Top Management Teams (TMTs). We propose that transformational leaders create a psychologically safe team climate, in which dissenting opinions are used effectively to create radical innovations. Members of 36 TMTs (N = 196) completed a questionnaire to assess minority dissent, transformational leadership, and participative safety. CEOs provided data about the innovations implemented by the team. Results showed that minority dissent was positively related to the number of innovations implemented by TMTs. However, only under high levels of transformational leadership were these innovations radical. It was further found that transformational leadership had this effect because it was positively associated with participative safety. These results indicate that minorities stimulate innovativeness and that through transformational leadership CEOs can create a climate in which minority input is transformed into radical innovations. Implications for TMT performance and team innovation are discussed.     

On motivational influences,moving beyond valence,and integrating dimensional and discrete views of emotion

ABSTRACT

The field of cognition and emotion has grown considerably over the past 30 years, with an increased emphasis on the relationships between emotional and motivational components and how they contribute to basic perceptual, cognitive, and neural processes. For instance, research has revealed that emotion often influences these processes via emotion’s relationship with motivational dimensions, as when positive emotions low versus high in approach motivational intensity have different influences on attentional and other cognitive processes. Research has also revealed that motivational direction (approach vs. withdrawal) and affective valence (positive vs. negative) are not as closely related as once was theorised; that is, positive affect is not inevitably associated with approach motivation and negative affect is not inevitably associated with withdrawal motivation. These and other lines of research with anger have suggested that the field needs to move beyond a focus on affective valence and it needs to consider an integration of dimensional and discrete models of emotion. The article also includes some suggestions for improving methods of measuring and inducing emotions and some recommendations for future researchers.     

Antecedents of daily team job crafting

This study investigated potential antecedents of team job crafting defined as the extent to which team members engage together in increasing (social and structural) job resources and challenges, and decreasing hindering job demands. Mindful of the teamwork literature, we hypothesized that individual employee factors (self-efficacy for teamwork, daily affect), team features (team cohesion, climate) and the organizational context of teams (engaging leadership and organizational resources for teamwork) relate positively to daily team job crafting behaviour. Data were collected among 46 multi-professional rehabilitation teams whose members completed two daily surveys after their weekly meetings. Multilevel regression analyses showed that self-efficacy for teamwork and team members’ positive affect were positively associated with team job crafting behaviour at the individual (within-team) level. In addition, a team climate characterized by a clear vision of the teams’ targets, supportiveness and innovation and connecting leadership were positively related to daily team job crafting at both the within- and between-team levels of the data. Overall, the study offers novel insights into the antecedents of teams’ daily job crafting behaviours. For practice, the results suggest that actions and interventions conducive to positive team processes offer the most promising route to enhancing team job crafting behaviour.     

Person-supervisor fit,needs-supplies fit,and team fit as mediators of the relationship between dual-focused transformational leadership and well-being in scientific teams

Team-based work structures have become prevalent in science. Scientific teams, however, are characterized by competing individual-level and team-level needs (i.e., by mixed-motive situations). This makes leading scientific teams particularly challenging: Balancing competing individual-level goals and common team-level goals requires a specific type of leadership that simultaneously considers both satisfying individual-level needs as well as team-level needs. The current study addresses this issue by combining the dual-focused model of transformational leadership with person-environment fit theory. Specifically, we investigated needs-supplies fit, person-supervisor fit, and team fit as mediators of the relationship between transformational leadership and scientific team members’ job satisfaction and work-related strain. In doing so, we provide a new perspective on leadership in scientific teams by explicitly differentiating individual-level and team-level effects of transformational leadership. We tested our hypotheses using a three-wave design with a sample of 134 members of 42 scientific teams. The relationships between individual-focused transformational leadership, job satisfaction, and work-related strain were mediated by needs-supplies fit and person-supervisor fit. Team-focused transformational leadership was positively related to job satisfaction and negatively related to work-related strain. Our findings contribute to further clarifying the mechanisms underlying the relationship between transformational leadership and members’ well-being in scientific teams.     

Shared Leadership and Innovation: The Role of Vertical Leadership and Employee Integrity

Purpose

The purpose of this study was to investigate the relationship between shared leadership, as a collective within-team leadership, and innovative behavior, as well as antecedents of shared leadership in terms of team composition and vertical transformational and empowering leadership.

Design/Methodology/Approach

Data were obtained from a field sample of 43 work teams, comprising 184 team members and their team leaders from two different companies. Team leaders rated the teams’ innovative behavior and their own leadership; team members provided information on their personality and their teams’ shared leadership.

Findings

Shared and vertical leadership, but not team composition, was positively associated with the teams’ level of innovative behavior. Vertical transformational and empowering leadership and team composition in terms of integrity were positively related to shared leadership.

Implications

Understanding how organizations can enhance their own innovation is crucial for the organizations’ competitiveness and survival. Furthermore, the increasing prevalence of teams, as work arrangements in organizations, raises the question of how to successfully manage teams. This study suggests that organizations should facilitate shared leadership which has a positive association with innovation.

Originality/Value

This is one of the first studies to provide evidence of the relationship between shared leadership and innovative behavior, an important organizational outcome. In addition, the study explores two important predictors of shared leadership, transformational and empowering leadership, and the team composition in respect to integrity. While researchers and practitioners agree that shared leadership is important, knowledge on its antecedents is still in its infancy.     

Regulation of Negative Affect During Mother–Child Problem-Solving Interactions: Adolescent Depressive Status and Family Processes

Despite recent suggestions that depression can be conceptualized as a disorder of affect regulation, relatively little research has focused on affect regulation skills in depressed individuals. This paper investigated whether depressed adolescents (N = 25) differ from nondepressed adolescents (N 25) on two indices of affect regulation (i.e., duration of negative affective states and reciprocity of maternal negative affect) as well as whether these indices are related to microsocial family interactional processes. Analyses revealed that depressed teens differed from their nondepressed peers with regard to duration of negative affective states but not in their likelihood of reciprocating negative affect. Additionally, indices of adolescent affect regulation were related to family interactional processes. Duration of depressive affect was positively associated with maternal display of facilitative behavior contingent on adolescent depressive behavior. Duration of aggressive behavior was inversely related to maternal problem-solving responses to aggressive behavior. Finally, adolescent reciprocity of maternal depressive and aggressive behaviors was strongly associated with mothers' reciprocity of adolescents' negative affective behavior.     

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.     

The Cognitive and Affective Components of Organisational Identification: The Role of Perceived Support Values and Charismatic Leadership

This study set out to investigate how the strength of organisational identification is related to organisational support values and charismatic leadership. The perception of organisational support values by an individual employee is a contextual factor which determines whether (a) organisational attributes similar to the self‐concept become salient leading to cognitive identification, and (b) an affective tie between the individual employee and the work organisation is developed. Charismatic leadership, on the other hand, builds a group identity among followers primarily by emotion‐arousing leadership behavior, and therefore was hypothesised to relate more strongly to affective, rather than cognitive, identification. Two hundred employees from a public organisation filled in a number of questionnaire measures of organisational support values, charismatic leadership, and organisational identification. The findings showed that support values predicted both cognitive and affective identification, whereas charismatic leadership was a predictor of affective identification. There was also a significant interaction effect of organisational support values and charismatic leadership on affective identification; in the condition of low support value orientation, charismatic leadership was shown to be positively associated with affective identification. These findings indicate that organisational values are basic elements of self‐implicating processes in organisational contexts, and their practical implications are discussed.