Embracing transformational leadership: Team values and the impact of leader behavior on team performance

被引：360

作者：

Schaubroeck, John ^{[1
]}

Lam, Simon S. K.

Cha, Sandra E.

机构：

[1] Drexel Univ, Dept Management, LeBow Coll Business, Philadelphia, PA 19104 USA

[2] Univ Hong Kong, Sch Business, Hong Kong, Hong Kong, Peoples R China

[3] McGill Univ, Desautels Fac Management, Montreal, PQ, Canada

来源：

JOURNAL OF APPLIED PSYCHOLOGY | 2007年 / 92卷 / 04期

关键词：

transformational leadership; followers; team performance; group potency; team values;

D O I：

10.1037/0021-9010.92.4.1020

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.

引用

页码：1020 / 1030

页数：11

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