Leadership Team Cohesion and Subordinate Work Unit Morale and Performance

This study examined (a) the relationship of cohesion among members of a platoon leadership team to subordinate attitudes and performance and (b) the degree of consensus among squad members and their leaders regarding the leadership team's cohesiveness. In a sample of 60 light infantry platoons, squad members' perceptions of leadership team cohesion (LC) were signifi- cantly related (at both individual and unit levels) to their cohesion, organiza- tional identification, job involvement, task motivation, career intent, and perceptions of unit effectiveness. They were also related to ratings of performance in simulated combat. Regression revealed LC to be beneficial over and above the perceived quality of the individual leaders. Most of these relationships held true from the perspective of squad leaders, and some from the perspective of platoon sergeants and platoon leaders. The degree of consensus among the different levels varied as well. The results suggest that leaders should pay more attention to the impact their cohesion or dissension may have on unit morale and performance.