Department of Management and Organization, University of Notre Dame.
Department of Management and Human Resources, The Ohio State University.
J Appl Psychol. 2017 Jun;102(6):935-955. doi: 10.1037/apl0000203. Epub 2017 Mar 9.
Integrating the leader trait perspective with dominance complementarity theory, we propose team power distance as an important boundary condition for the indirect impact of leader extraversion, agreeableness, and conscientiousness on team performance through a team's potency beliefs and through relational identification with the leader. Using time-lagged, 3-source data from 71 teams, we found that leader extraversion had a positive indirect impact on team in-role and extrarole performance through relational identification, but only for high power distance teams; leader conscientiousness had a positive influence on team in-role performance through team potency, but only for high power distance teams; and leader agreeableness had a positive effect on team in-role and extrarole performance via relational identification and on team in-role performance via team potency, but only for low power distance teams. The findings address prior inconsistencies regarding the relationships between leader traits and team effectiveness, identify an important boundary condition and key team processes that bridge the links, and provide a deeper understanding of the role of leader traits in teams. (PsycINFO Database Record
我们将领导特质视角与优势互补理论相结合，提出团队权力距离是领导外倾性、宜人性和责任心通过团队效力信念以及与领导者的关系认同对团队绩效的间接影响的一个重要边界条件。我们使用来自 71 个团队的时间滞后的 3 个来源的数据，发现领导外倾性通过关系认同对团队角色内和角色外绩效有积极的间接影响，但仅在高权力距离团队中；领导责任心通过团队效力对团队角色内绩效有积极影响，但仅在高权力距离团队中；领导宜人性通过关系认同对团队角色内和角色外绩效有积极影响，通过团队效力对团队角色内绩效有积极影响，但仅在低权力距离团队中。这些发现解决了先前关于领导特质与团队有效性之间关系的不一致性问题，确定了一个重要的边界条件和关键的团队流程，将这些联系起来，并深入了解了领导特质在团队中的作用。
