Transformational leadership: Relations to the five-factor model and team performance in typical and maximum contexts
成果类型：
Article
署名作者：
Lim, BC; Ployhart, RE
署名单位：
George Mason University
刊物名称：
JOURNAL OF APPLIED PSYCHOLOGY
ISSN/ISSBN：
0021-9010
DOI：
10.1037/0021-9010.89.4.610
发表日期：
2004
页码：
610-621
关键词：
摘要：
This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts. Data were collected from 39 combat teams from an Asian military sample (N = 276). Results found that neuroticism and agreeableness were negatively related to transformational leadership ratings. Team performance ratings correlated at only .18 across the typical and maximum contexts. Furthermore, transformational leadership related more strongly to team performance in the maximum rather than the typical context. Finally, transformational leadership fully mediated the relationship between leader personality and team performance in the maximum context but only partially mediated the relationship between leader personality and team performance in the typical context. The Discussion section focuses on how these findings, although interesting, need to be replicated with different designs, contexts, and measures.
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