A longitudinal study of work group innovation: The importance of transformational leadership and morale

Wilson‐Evered, Elisabeth; Härtel, C. E. J.; Neale, Matthew

doi:10.1016/s1474-8231(01)02032-8

Cited by 37 publications

(45 citation statements)

References 41 publications

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“…Higgins & Routhieaux, 1999), or when the outcome variable was not a clear indicator of subjective or objective team performance (e.g. Wilson-Evered, 2001). …”

Section: Rules For Inclusion Of Studies In the Meta-analysismentioning

confidence: 99%

Task and person-focused leadership behaviors and team performance: A meta-analysis

Booms

Curşeu

2016

AMPROC

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Task and person-focused leadership behaviors and team performanceCeri-Booms, Meltem; Curseu, P.L.; Oerlemans, Leon General rightsCopyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.-Users may download and print one copy of any publication from the public portal for the purpose of private study or research -You may not further distribute the material or use it for any profit-making activity or commercial gain -You may freely distribute the URL identifying the publication in the public portal Take down policy If you believe that this document breaches copyright, please contact us providing details, and we will remove access to the work immediately and investigate your claim.

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“…Higgins & Routhieaux, 1999), or when the outcome variable was not a clear indicator of subjective or objective team performance (e.g. Wilson-Evered, 2001). …”

Section: Rules For Inclusion Of Studies In the Meta-analysismentioning

confidence: 99%

Task and person-focused leadership behaviors and team performance: A meta-analysis

Booms

Curşeu

2016

AMPROC

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“…cBrewer, Wilson, & Beck (1994),Burpitt & Bigoness (1997),Edmondson (1999),Edmondson (2003),Flood et al (2000),Gordon & Brannick (1999),Hirst, Mann, Bain, Pirola-Merlo, & Richver (2004),Keller (1992),Kim et al (1999),Kirkman & Rosen (1999),Kline (2003),Kolb (1992), Lim & Ployhart (2004), McDonough & Pearson (1993), Michaelsen (1973), Nealey & Blood (1968), Norrgen & Schaller (1999), Odusami, Iyagba, & Omirin (2003), Pearce & Herbik (2004), Pearce & Sims (2002), Pirola-Merlo, Hartel, Mann, & Hirst (2002),Pratt & Jiambalvo (1981),Sivasubramaniam et al (2002),Smith et al (1994),Smith-Jentsch, Salas, & Brannick (2001);Sosik (1997),,Sosik, Kahai, & Avolio (1998),Spangler & Braiotta (1990),Stoker & Remdisch (1997),Tesluk & Mathieu (1999),Thamhain (2004), Wageman(2001),Watson et al (2002), and Wilson-Evered, Hartel, &Neale (2001). dAhearn, Ferris, Hochwarter, Douglas, & Ammeter (2004),Avolio, Waldman, & Einstein (1988),Bird (1977),Durham, Knight, & Locke (1997),Jung (2001),Kane et al (2002),Keller (1992),Komaki et al (1989),McDonough & Barczak (1991),Smith et al (1994),Smith-Jentsch et al (2001), and.…”

mentioning

confidence: 99%

What type of leadership behaviors are functional in teams? A meta-analysis

Burke

Stagl

Klein

et al. 2006

The Leadership Quarterly

862

794

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“…Despite this support, there remains inconsistency in empirical findings (Boerner, Eisenbeiss, & Griesser, 2007), with evidence suggesting a negative or no relationship between transformational leadership and innovative outcomes (Jaussi & Dionne, 2003;Osborn & Marion, 2009;Wilson-Evered et al, 2001). Findings of both positive and negative effects suggest that our understanding of the relationship between transformational leadership and innovation may benefit from research that moves beyond the study of direct paths (Pieterse et al, 2010).…”

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confidence: 99%

The Divergent Effects of Transformational Leadership on Individual and Team Innovation

Mitchell

Boyle

2015

Group & Organization Management

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Transformational leadership has consistently been argued to enhance team innovation, yet related research has generated ambiguous findings. We suggest that our understanding of leader impact on innovation would benefit from explicitly recognizing both group-and individual-focused transformational leadership dimensions and their distinct effects on team and individual innovation. In particular, we predict a novel contrasting effect in which group-focused transformational leader behavior has a positive impact on team innovation but a negative impact on individual innovation. We further argue that this divergence in leader effect is strengthened by task interdependence, which enhances the negative effects of grouplevel transformational leadership on individual innovation. Data from 195 members of 56 teams support our predicted pathways, which contribute to a clearer understanding of the complex, multilevel effects of leadership in innovation in teams, and highlight the importance of differentiating between team and individual leader dimensions and outcomes.

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A longitudinal study of work group innovation: The importance of transformational leadership and morale

Cited by 37 publications

References 41 publications

Task and person-focused leadership behaviors and team performance: A meta-analysis

Task and person-focused leadership behaviors and team performance: A meta-analysis

What type of leadership behaviors are functional in teams? A meta-analysis

The Divergent Effects of Transformational Leadership on Individual and Team Innovation

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