LEADERSHIP IN ACTION TEAMS: TEAM LEADER AND MEMBERS' AUTHENTICITY, AUTHENTICITY STRENGTH, AND TEAM OUTCOMES (Publication with Expression of Concern)

被引：82
|
作者：
Hannah, Sean T. [1 ]
Walumbwa, Fred O. [2 ]
Fry, Louis W. [3 ]
机构：
[1] W Point US Mil Acad, Ctr Army Profess & Eth, West Point, NY 10996 USA
[2] Arizona State Univ, WP Carey Sch Business, Tempe, AZ 85287 USA
[3] Texas A&M Cent Texas, Dept Management, College Stn, TX USA
来源：
PERSONNEL PSYCHOLOGY | 2011年 / 64卷 / 03期
关键词：
TRANSFORMATIONAL LEADERSHIP; SELF; PERFORMANCE; BEHAVIOR; WORK; SERVICE; IMPACT; VALUES; MODEL; ATTITUDES;
D O I：
10.1111/j.1744-6570.2011.01225.x
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
A field study was conducted with 47 Army action teams spanning 9 weeks to assess the influence of team leader authenticity on team authenticity and team outcomes. Results showed that team leader authenticity at Time 1 predicted teamwork behavior and team productivity at Time 3, with these relationships mediated by team authenticity at Time 2. We further explored the moderating role of authenticity strength in the team authenticity-teamwork behavior relationship. Team authenticity interacted with authenticity strength such that the team authenticity-teamwork behavior relationship was stronger when authenticity strength was higher rather than lower. Implications of these findings for theories of shared leadership, team leadership, and authentic leadership are discussed.
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页码：771 / 802
页数：32
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