Transformational Leadership and Team Effectiveness: The Mediating Role of Affective Team Commitment
This paper investigates the effects of transformational leadership on team effectiveness. In particular, we studied the effects of transformational leadership on three criteria of team effectiveness: viability, team process improvement, and quality of group experience. In addition, we examined the i...
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Fecha de publicación: | 2018 |
| País: | España |
| Institución: | Colegio Oficial de Psicólogos de Madrid |
| Repositorio: | Journal of Work and Organizational Psychology |
| OAI Identifier: | oai:journals.copmadrid.org:jwop/art/jwop2018a16 |
| Acceso en línea: | https://doi.org/10.5093/jwop2018a16 |
| Access Level: | acceso abierto |
| Palabra clave: | Transformational leadership, Affective team commitment, Team effectiveness. Liderazgo transformacional, Compromiso afectivo, Eficacia grupal. |
| Sumario: | This paper investigates the effects of transformational leadership on team effectiveness. In particular, we studied the effects of transformational leadership on three criteria of team effectiveness: viability, team process improvement, and quality of group experience. In addition, we examined the indirect effect of transformational leadership on team effectiveness via affective team commitment. Ninety teams working in different organizational contexts in Portugal were surveyed. Two different questionnaires were administrated, respectively, to team members and team leaders. Team members (N = 445) were surveyed about leadership, team commitment, and quality of the group experience, whereas team leaders (N = 90) were asked to assess team viability and team process improvement. Hypotheses were tested through structural equation modelling. Results revealed that affective team commitment partially mediates the relationship between transformational leadership and quality of the group experience. The mediational role of affective team commitment between transformational leadership and both team viability and team process improvement was not supported. Implications for practice and suggestions for further research are provided. |
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