Abstract
This study examined the relations between shared leadership in teams, team trust, potency, and performance. Forty-nine teams participating in a business simulation game rated their team potency, trust, and team leadership styles. Team potency and trust were positively related to shared transformational leadership and negatively related to passive avoidant leadership, but only the latter was significantly negatively related to team performance in the business strategy simulation. These results suggest that teams might not always benefit from transformational leadership qualities, but that “negative” leadership styles might be detrimental to performance and to the trust and confidence in the team.
References
2005). Amos (version 6.0)
([Computer Program] . Chicago, IL: SPSS.2001). Transformational leadership or the iron cage: Which predicts trust, commitment and team efficacy? Leadership & Organization Development Journal, 22, 315–320.
(1997). Effects of rewards and punishments on leader charisma, leader effectiveness and follower reactions. The Leadership Quarterly, 8, 133–152.
(1999). Full leadership development: Building the vital forces in organizations. Thousand Oaks, CA: Sage.
(1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72, 441–462.
(2003). Assessing shared leadership: Development and preliminary validation of a Team Multifactor Leadership Questionnaire. In , Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage.
(1997). Self-efficacy: The exercise of control. New York, NY: Freeman.
(1985). Leadership and performance beyond expectations. New York, NY: Free Press.
(1998). Transformational leadership: Industrial, military, and educational impact. Mahwah, NJ: Erlbaum.
(2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88, 207–218.
(2006). The importance of self- and shared leadership in team based knowledge work: A meso-level model of leadership dynamics. Journal of Managerial Psychology, 21, 296–318.
(2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50, 1217–1234.
(1981). A note on some new scales for measuring aspects of psychological well-being at work. Journal of Occupational Psychology, 54, 221–225.
(1996). A predictive model of self-managing work team effectiveness. Human Relations, 49, 643–676.
(1980). New work attitude measures of trust, organizational commitment and personal need non-fulfillment. Journal of Occupational Psychology, 53, 39–52.
(2004). Leadership capacity in teams. Leadership Quarterly, 15, 857–880.
(1997). Transactional versus transformational leadership: An analysis of the MLQ. Journal of Occupational and Organizational Psychology, 70, 19–35.
(1999). The effects of interpersonal trust on work group performance. Journal of Applied Psychology, 84, 445–455.
(2000). Trust in leadership and team performance: Evidence from NCAA basketball. Journal of Applied Psychology, 85, 1004–1012.
(2006). The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups. Leadership Quarterly, 17, 217–231.
(2002). A meta-analysis of team efficacy, potency, and performance: Interdependence and level of analysis as moderators of observed relationships. Journal of Applied Psychology, 87, 819–832.
(1986). Group decision making and group effectiveness in organizations. In , Designing effective work groups (pp. 34–71). San Francisco, CA: Jossey-Bass.
(1993). Potency in groups: Articulating a construct. British Journal of Social Psychology, 32, 87–106.
(1990). Groups that work (and those that don’t). San Francisco, CA: Jossey-Bass.
(1998). Why teams don’t work. In , Theory and research on small groups: Social psychological applications to social issues (Vol. 4, pp. 245–267). New York, NY: Plenum Press.
(2008). Followers’ personality and leadership. Journal of Leadership & Organizational Studies, 14, 322–331.
(1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69, 85–98.
(1999). Communication and trust in global virtual teams. Organization Science, 10, 791–815.
(1998). The experience and evolution of trust: Implications for cooperation and teamwork. The Academy of Management Review, 23, 531–546.
(2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755–768.
(2000). Multilevel analytical techniques: Commonalities, differences, and continuing questions. In , Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 512–553). San Francisco, CA: Jossey-Bass.
(1996). A dynamic theory of leadership and team effectiveness: Development and task contingent leader roles. In , Research in personnel and human research management, Vol. 14, Greenwich, CT: JAI.
(1996). Swift trust and temporary groups. In , Trust in organizations: Frontiers of theory and research (pp. 166–195). Thousand Oaks, CA: Sage.
(2002). Confidence at the group level of analysis: A longitudinal investigation of the relationship between potency and team effectiveness. Journal of Occupational and Organizational Psychology, 75, 115–119.
(2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics, 6, 172–197.
(1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22, 259–298.
(2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903.
(2004). Why team cognition?. In , Team cognition: Understanding the factors that drive process and performance (pp. 3–9). Washington, DC: American Psychological Association.
(2007). Embracing transformational leadership: Team values and the impact of leader behavior on team performance. Journal of Applied Psychology, 92, 1020–1030.
(1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4, 577–594.
(2002). A longitudinal model of the effects of team leadership and group potency on group performance. Group & Organization Management, 27, 66–96.
(2008). Leadership style and team processes in self-managed teams. Journal of Leadership & Organizational Studies, 14, 332–341.
(2006). A meta-analytic review of relationships between team design features and team performance. Journal of Management, 32, 29–54.
(2000). Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type. Academy of Management Journal, 43, 135–148.
(2002). The business strategy game (7th ed.). Toronto, ON: McGraw-Hill Irwin.
(2005). More than fun and games: Reconsidering the virtues of strategic management simulations. Academy of Management Learning and Education, 4, 451–458.
(