Effects of Leadership Style on Team Learning.
By Tania Bucic, L. Robinson, Prem Ramburuth. 2010
112 citations recorded by the source corpus.
Purpose – This paper seeks to explore the effect of leadership style of a team leader on team‐member learning in organizations, to conceptually extend an initial model of leadership and to empirically examine the new model of ambidextrous leadership in a team context.Design/methodology/approach – Qualitative research utilizing the case study method is used for empirical validation.Findings – The leadership style (transformational, transactional, or ambidextrous) adopted by the team leader has an operational effect on the development of learning as a strategic resource within the team, and the organization.Research limitations/implications – Case studies can be criticized for potential lack of rigour. However, we have used multiple cases following replication logic and triangulation to offset this. Further, cases by nature are generalizable to propositions only, not populations. Thus, a valuable springboard is provided for further quantitative investigations.Practical implications – The leadership style ad...
Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/c91f74d66ba30d87025d6dbd4e43bac1ab0babef
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In Organizational Behavior and Human Resource Management
In Social Psychology
In Strategy and Management
Citations in the corpus
- Leadership Style and Job Satisfaction in Higher Education Institutions. (2016, background): “Bucic et al. (2010) and Webb (2009) found that the most widely adapted leadership styles in universities are both transformational and transactional.”