How transformational leadership works during team interactions: A behavioral process analysis
By N. Lehmann‐Willenbrock, Annika Luisa Meinecke, Jens Rowold, Simone Kauffeld. 2015
133 citations recorded by the source corpus.
Abstract Transformational leadership is generally considered helpful for team functioning. However, the social dynamics underlying the benefits of transformational leadership remain elusive to date. To understand how and why transformational leadership can foster team functioning, this study focuses on leader–follower communication dynamics during team interactions. From the perspective of leadership as social problem solving, we argue that transformational leadership is linked to functional team problem-solving processes because transformational leaders use solution-focused communication (mediator model). In a sample of 30 videotaped problem-solving team meetings from two organizations, we coded transformational leadership style and the verbal behavioral interactions of leaders and team members over the course of their entire meetings (30,128 behavioral units in total). Multilevel results showed that transformational leadership was positively linked to functional problem-solving communication by team members. This positive relationship was mediated by leaders' solution-focused communication. Moreover, at the micro-level of conversational dynamics within the meeting process, lag sequential analysis revealed that leaders' ideas and solutions triggered subsequent solution statements by team members and inhibited counterproductive communication by team members, such as running off topic, criticizing, or complaining. We discuss theoretical and methodological implications for conceptualizing dynamic leader–follower processes as well as managerial implications for leading effective meetings in organizations.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/0bc07c560ce7201d944e7bbeed1e45a4735f7621
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In Organizational Behavior and Human Resource Management
In Social Psychology
- S. Voelpel ‡
- N. Lehmann‐Willenbrock
- Fabiola H. Gerpott
- M. van Vugt
- D. van Knippenberg
- Simone Kauffeld
In Sociology and Political Science
Citations in the corpus
- It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams (2019, methodology): “Since these additional codes were not relevant for our theory-based metacategories, we did not consider them in our analysis (for a similar procedure, see LehmannWillenbrock & Allen, 2014; Lehmann-Willenbrock et al., 2015).”