A Longitudinal Model of the Effects of Team Leadership and Group Potency on Group Performance

By N. Sivasubramaniam, W. D. Murry, Bruce J. Avolio, D. Jung. 2002

355 citations recorded by the source corpus.

In the current study, the authors examine how leadership within a team predicts levels of group potency and group performance over time. The authors predict that groups that rated themselves high on transformational team leadership behaviors soon after the groups were formed would see themselves as being more potent over time and also would achieve a higher level of group performance. These predictions were confirmed. The implications of the current study for further research on leadership within teams are discussed.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1e0851722ce48db1439e27ceb8f121ab90ffa604

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

Leadership Style and Team Processes in Self-Managed Teams (2008, background): “The leader is the champion and keeper of the team’s values, and the team’s values provide the core of its identity, the sense of “who we are” (Sivasubramaniam et al., 2002).”
A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations (2016, methodology): “…adopted inherently hierarchical leadership themes, such as transformational, transactional, aversive, directive, and/or empowering leadership (Ensley et al., 2006; Pearce & Sims, 2002; Pearce, Yoo, & Alavi, 2004; Sivasubramaniam et al., 2002) to describe leadership behaviors among team members.”
Emotional intelligence competencies in the team and team leader: A multi‐level examination of the impact of emotional intelligence on team performance (2008, background): “The empirical work that has been conducted has found that leadership has effects on team motivation, efficacy, and performance (Sivasubramaniam et al., 2002).”
Task and person-focused leadership behaviors and team performance: A meta-analysis (2016, background): “…are building blocks in most modern organizations (Hollenbeck, Beersma & Schouten, 2012) with nearly two thirds of the Fortune 500 organizations using some form of teamwork in their midst (Sivasubramaniam et al., 2002) we intend to take into account team typology as a moderator in our meta-analysis.”
A Longitudinal Examination of the Relationship Between Team Leadership and Performance (2010, background): “Sivasubramaniam et al. (2002) found no evidence of the direct impact of team leadership on performance (measured as grade given by the instructor) in a sample of undergraduate students.”