Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity |
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| Institution: | 1. Department of Management, John Molson School of Business, Concordia University, 1455 de Maisonneuve Blvd. W., Montreal, QC H3G 1M8, Canada;2. Department of Psychology, University of Guelph, MacKinnon Extension, Room 3007, Guelph, ON N1G 2W1, Canada;1. Department of Management, Pamplin College of Business, Virginia Tech, Blacksburg, VA 24061, United States;2. Department of Computer Information Systems & Business Analytics, College of Business, MSC, 0202, James Madison University, Harrisonburg, VA 22807, United States;3. Department of Management and Marketing, College of Arts, Science, Business, & Education, Winston-Salem State University, Winston-Salem, NC 27110, United States;1. George Mason University, School of Business, MSN 5F5, 4400 University Drive, Fairfax, VA 22030-4444, USA;2. Hong Kong Baptist University, Kowloon, Hong Kong;3. Xiamen University, Xiamen, Fujian, China;1. Jepson School of Leadership Studies, 28 Westhampton Way, University of Richmond, VA 23173, USA;2. Social and Organisational Psychology Group, VU University Amsterdam, Van der Boechorststraat 1, 1081 BT Amsterdam, Netherlands;3. Institute for Cognitive and Evolutionary Anthropology, University of Oxford, UK;1. School of Hotel Administration, Cornell University, Ithaca, NY 14853-6901;2. School of Business Administration, University of Miami, Coral Gables, FL 33124-9145;1. Department of Management, Georgia Southern University, P.O. Box 8151, Statesboro, GA 30458, USA.;2. Department of Management & Organizations, University of Iowa, 108 John Pappajohn Business Building, Iowa City, IA 52242-1994, USA.;3. Department of Management, Oklahoma State University, 320A Business Building, Stillwater, OK 74078, USA;4. Department of Organizational Leadership and Strategy, Brigham Young University, 730 TNRB, Provo, UT 84602, USA |
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| Abstract: | Considerable theoretical and empirical work has identified a relationship between transformational leadership and team performance and creativity. The mechanisms underlying this link, however, are not well understood. To identify the intervening processes inherent in this relationship, we experimentally manipulated the leadership style assigned to 44 teams taking part in a resource-maximization task. Teams were exposed either to a leader using inspirational motivation, intellectual stimulation, or a control condition. Our findings reveal important differences between leadership styles in communication and team outcomes (objective task performance and creativity). These results suggest that different dimensions of transformational leadership should be emphasized depending on the outcome sought. In addition, our results provide evidence for a sequential mediation model where leadership influences team outcomes through overall team communication and trust in teammates. This study suggests mechanisms by which transformational leaders may impact team outcomes, which has implications for team building and leadership training. |
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