An Examination of the Leader’s Regulation of Groups

Thomas D. Kane · Stephen J. Zaccaro · Trueman R. Tremble · Aline D. Masuda

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Team Dynamics and Performance Innovative Teaching and Learning Methods Social and Intergroup Psychology

Abstract

This research used Bandura’s social cognitive framework of self-regulation to examine functional group leadership. Antecedents and outcomes of leader goals and leadership self-efficacy (LSE) were central to this investigation. Leaders were 96 college students who led three-person teams on either a more simple or complex production task. Results indicated that LSE predicted leader goal levels, and together LSE and leader goals predicted task strategies communicated by leaders to group members. Most effects of LSE and leader goals on group outcomes were mediated by leader strategies. In addition, LSE was instrumental to the leader’s maintenance of challenging goals when leaders confronted a complex task. Findings offered general support for extending Bandura’s self-regulation model to group leadership task settings.

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References

1997Self-efficacy: the exercise of control 1979The Social Psychology of Organizations.1991A Theory of Goal Setting and Task Performance 1989Social Cognitive Theory of Organizational Management 1994The relation between group cohesiveness and performance: An integration.1986A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures.1985Leadership: Good, better, best 1989Effect of perceived controllability and performance standards on self-regulation of complex decision making.

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