The Interface of Leadership and Team Processes

By Stephen J. Zaccaro, R. Klimoski. 2002

132 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/7b9e085199379884d05d31977d5e695d88254b95

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Leadership across levels: Levels of leaders and their levels of impact (2010, background): “Leadership and emergence: levels of leadership outcomes Zaccaro and Klimoski (2002) submit that “although there exist large theoretical and empirical literatures on both leadership and team-group dynamics, we still know relatively little about how leaders create and direct team processes to achieve…”
Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes (2007, background): “In other words, successful team performance depends jointly on team and leadership processes (Zaccaro & Klimoski, 2002).”
Transformational Leadership's Role in Promoting Corporate Entrepreneurship: Examining the CEO-TMT Interface (2008, background): “First, CEOs are expected to have a greater impact on those with whom they work directly, unlike group leaders at lower levels, whose influence is likely to be constrained and mitigated by periodic interventions from senior managers (Zaccaro & Klimoski, 2002).”
Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors (2021, background): “influence others to engage in collective activities and accomplish shared goals (Zaccaro and Klimoski, 2002; Yukl, 2006).”
Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice (2012, background): “…of two potential intervening variables, we extend previous research by showing underlying mechanisms that are responsible for the effects of ethical leadership, which is important because leadership is a complex and dynamic process (Barling, Christie, & Hoption, 2010; Zaccaro & Klimoski, 2002).”
Team Emotional Intelligence and Performance (2012, background): “Team leaders have long been acknowledged as having a significant influence on team processes, characteristics (e.g., affective tone), and effectiveness (Zaccaro & Klimoski, 2002).”