Does transactional leadership count for team innovativeness?

Jun Liu · Xiaoyu Liu · Xianju Zeng

87 citations0/0 files storedJournal of Organizational Change Management

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Team Dynamics and Performance Job Satisfaction and Organizational Behavior Employee Performance and Leadership

Abstract

Purpose Drawing on the contingency perspective of leadership, the purpose of this paper is to examine the relation between transactional leadership and team innovativeness by focusing on the moderating role of emotional labor and the mediating role of team efficacy. The authors propose and empirically test the hypothesis that the relation between transactional leadership and team innovativeness is negative when the level of emotional labor is high whereas the relation is positive when the level of emotional labor is low. The authors further examine the process mechanism of this interactive effect by testing the mediating role of team efficacy. Design/methodology/approach In total, 90 Chinese work teams, comprising 462 members and 90 team leaders, were surveyed. Hierarchical regression analyses were performed and moderated causal steps approach applied to test the authors' mediated moderation model. Findings As predicted, transactional leadership was negatively associated with team innovativeness when emotional labor was high whereas the association was positive when emotional labor was low. Team efficacy mediated the interactive effects of transactional leadership and emotional labor on team innovativeness. Research limitations/implications The paper contributes to the contingency perspective on transactional leadership and team innovativeness by identifying emotional labor as an important moderator and team efficacy as a critical mediator, yet methodological limitations do exist in the study. Although data were collected from multiple sources to avoid common method variance, the design was cross‐sectional, which limits the authors' ability to make robust inferences of causality. Originality/value By examining both the moderating and mediating effects, the paper contributes to uncovering the black box in which transactional leadership exerts an influence on team innovativeness.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 87 citations exist upstream.

References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1999Self-Efficacy: The Exercise of Control 1982Asymptotic Confidence Intervals for Indirect Effects in Structural Equation Models 1987Leadership and Performance beyond Expectations 1984The Managed Heart: Commercialization of Human Feeling 2006Transformational Leadership 2004Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity.2000Emotional regulation in the workplace: A new way to conceptualize emotional labor.

Cited by

2013Transformational leadership and innovation in an R&D organization experiencing major change 2023Sustainability leadership: Conceptual foundations and research landscape 2015Examining the relationship between the psychological contract and organisational commitment 2023A multilevel investigation of the cascading effect of entrepreneurial leadership on employee creativity: Evidence from Chinese hospitality and tourism firms 2018Transactional leadership and dynamic capabilities: the mediating effect of regulatory focus

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.