A Longitudinal Model of the Effects of Team Leadership and Group Potency on Group Performance

Nagaraj Sivasubramaniam · William D. Murry · Bruce J. Avolio · Dong I. Jung

308 citations0/0 files storedGroup & Organization Management

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

Abstract

In the current study, the authors examine how leadership within a team predicts levels of group potency and group performance over time. The authors predict that groups that rated themselves high on transformational team leadership behaviors soon after the groups were formed would see themselves as being more potent over time and also would achieve a higher level of group performance. These predictions were confirmed. The implications of the current study for further research on leadership within teams are discussed.

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1994Testing Structural Equation Models.1984Research in Organizational Behavior 1995Testing Structural Equation Models.1984Estimating within-group interrater reliability with and without response bias.1983Concepts of Culture and Organizational Analysis 1993The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory 1997What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite 1985Application of confirmatory factor analysis to the study of self-concept: First- and higher order factor models and their invariance across groups.

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2010Mediating team effectiveness in the context of collaborative learning: The importance of team and task awareness 2008Emotional intelligence competencies in the team and team leader 2006Emergent Leadership in Self-Managed Virtual Teams 2014The dynamics of shared leadership: Building trust and enhancing performance.2012A MULTILEVEL INVESTIGATION OF LEADER– MEMBER EXCHANGE, INFORMAL LEADER EMERGENCE, AND INDIVIDUAL AND TEAM PERFORMANCE

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