CONSEQUENCES OF DIFFERENTIATED LEADERSHIP IN GROUPS

• 成果类型: Article
• 署名作者: Wu, Joshua B.; Tsui, Anne S.; Kinicki, Angelo J.
• 署名单位: University of Miami; Arizona State University; Arizona State University-Tempe
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/AMJ.2010.48037079
• 发表日期: 2010
• 页码: 90-106
• 关键词: MEMBER EXCHANGE; transformational leadership; COLLECTIVE-EFFICACY; self-efficacy; TRANSACTIONAL LEADERSHIP; MILITARY UNITS; performance; multilevel; interdependence; metaanalysis

摘要

This study addressed the unresolved issue of how differentiated leadership (leaders treating individuals within a group differently) affects group effectiveness. We developed and tested a group-level model involving group-focused and individual-focused leadership using three-phased survey data from 70 work groups in eight companies. Results showed that differentiated leadership within groups diminished group effectiveness through creating divergence in leader identification and member self-efficacy and lower group collective efficacy. At the same time, group-focused leadership facilitated group identification and collective efficacy, which positively contributed to group effectiveness. We discuss theoretical and managerial implications of the potential cost of differentiated leadership behaviors in groups.