Change‐oriented leadership, satisfaction and performance in work groups
- 1 April 2005
- journal article
- Published by Emerald in Journal of Managerial Psychology
- Vol. 20 (3/4), 312-328
- https://doi.org/10.1108/02683940510589073
Abstract
Purpose – To analyse the impact of change-oriented leaders on group outcomes. An explanatory model is proposed, in which the team climate (in particular as it relates to innovation) mediates between change-oriented leadership and group outcomes, while group potency reinforces this relationship. Design/methodology/approach – This study is designed as a correlative and cross-level research. The sample comprises 318 health-care professionals in 78 health-care teams at different public hospitals throughout Spain. Findings – Hierarchical regression analysis was used to evaluate mediating and moderating effects. Results offer considerable empirical support for the proposed model. Research limitations/implications – It would be of interest to increase the sample, differentiate it by service, and to get samples from other sectors, as well as to carry out experimental and longitudinal research. It would also be interesting to further explore the conditions that implement change-oriented leadership impact, analysing environment, external relations and so on, to examine the relationships between other variables and to study their effects on new forms of work organisation and on virtual teams. Practical implications – To make more useful change-oriented leader actions, it would be advisable to identify, modify or improve team climate, using strategies such as management by objectives, delegation and empowerment and so on. It would also be necessary to boost group potency before going ahead with change, for example, by developing the skills of team members, or by fostering the self-confidence of the team. Originality/value – This paper contributes to developing actual research about how change-oriented leaders influence team outputs.Keywords
This publication has 47 references indexed in Scilit:
- The Relationship of Group Process Variables and Team PerformanceSmall Group Research, 2002
- Leadership in Boundaryless Organizations: Disposable or Indispensable?European Journal of Work and Organizational Psychology, 1999
- An Evaluative Essay on Current Conceptions of Effective LeadershipEuropean Journal of Work and Organizational Psychology, 1999
- Mediational effects of social cohesion on the leadership behavior-intention to return relationship in sport.Group Dynamics: Theory, Research, and Practice, 1998
- Individual, Climate, and Group Interaction Processes as Predictors of Work Team InnovationSmall Group Research, 1995
- Potency in groups: Articulating a constructBritish Journal of Social Psychology, 1993
- Leadership and Performance beyond ExpectationsAcademy of Management Review, 1987
- The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.Journal of Personality and Social Psychology, 1986
- Leadership in OrganizationsAcademy of Management Review, 1982
- Motivation and Organizational ClimateThe American Journal of Psychology, 1969