Transformational leadership and team performance

By Shelley D. Dionne, Francis J. Yammarino, Leanne Atwater, W. D. Spangler. 2004

683 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/281735d72590ff9e55717357bc6c5e7379737912

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Person-Organization Value Congruence: How Transformational Leaders Influence Work Group Effectiveness (2011, background): “…self-confidence and deep personal concern for the well-being of his or her employees is likely to engender a strong sense of pride, commitment (Dionne et al., 2004), and desire among followers to emulate the leader’s attitude and behavior, fostering the perception that their personal values…”
When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance (2013, background): “Furthermore, since open communication is critical to team effectiveness (Dionne et al., 2004; Gardner et al., 2012; Guzzo & Dickson, 1996), we expect that the negative effect of a formal leader’s subjective experience of power on team communication in turn produces a negative effect on team performa”
Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership (2011, background): “Intellectual stimulation is defined as the ability of an individual to be logical, rational and able to intelligently adopt from certain situations (Dionne et al., 2003).”
A Process-Based Explanation of the Psychic Distance Paradox: Evidence from Global Virtual Teams (2014, background): “It has been argued that an understanding of team performance as a teamwork process allows the exploration of theoretical linkages on an interpersonal level (Dionne et al. 2004).”
Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, neutral): “Leadership styles are viewed as an UL construct as leaders command a top-down in ﬂ uence on employees (Dionne et al. 2004; Wang et al. 2013).”
Linking Transformational Leadership and Team Performance: A Conflict Management Approach (2011, neutral): “found to have especially powerful effects on team performance (DeGroot et al., 2000; Dionne et al., 2004).”
Social distance as a moderator of the effects of transformational leadership: Both neutralizer and enhancer (2009, background): “This leadership style refers to the behavioral idealized influence dimension and the inspirational motivation dimension (Kark & Shamir, 2002; Walter & Bruch, 2007), reflecting such behaviors as talking about the importance of values, beliefs, and purpose, promoting confidence in the achievement of g”
How transformational leadership works during team interactions: A behavioral process analysis (2015, background): “…generate solutions to identified problems, developing strategies and creating commitment toward implementing those solutions, and by conveying a vision for improving the team's collaboration and performance outcomes (Dionne et al., 2004; Morgeson, DeRue, & Karam, 2010; Zaccaro et al., 2001).”