Effects of transformational and shared leadership styles on employees’ perception of team effectiveness
By Suk Bong Choi, Kihwan Kim, Seung-Wan Kang. 2017
94 citations recorded by the source corpus.
Using 3 sets of multiple regression models, we examined the effectiveness of transformational and shared leadership styles in relation to team effectiveness, based on the perceptions of 424 employees of Korean financial and insurance firms. Transformational leadership is a vertical leadership style emanating from the formal leader of a team, whereas shared leadership is a distributed leadership style that emanates from the team members. We found that trans- formational leadership contributed to team output effectiveness, whereas shared leadership improved the team’s organizing and planning effectiveness. These findings imply that different styles of leadership contribute to different aspects of team effectiveness. We suggest that managers should collaborate more with team members and should pay attention to the fit between the leader’s behavior and the characteristics of the team output in order to promote overall team effectiveness.
Subfields: Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/4f7b93bed37b3097505a756b12045f3194b86895
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In Organizational Behavior and Human Resource Management
Citations in the corpus
- A Meta-Analysis of Shared Leadership: Antecedents, Consequences, and Moderators (2018, background): “It has been reported to be positively related to successful team performance, most notably, self-report performance (Choi et al., 2017), performance measured by managers (Pearce & Sims, 2002), and performance measured by external clients (Carson et al., 2007).”