Effects of transformational team leadership on collective efficacy and team performance

Teacher efficacy and pupil behaviour: The structure of teachers’ individual and collective beliefs and their relationship with numbers of pupils excluded from school

“…It seems to us that the motivation to help children learn may be one of the principal drivers for choosing teaching as a career. Further, a strong sense of collective efficacy, inspired by a transformational leadership style has, elsewhere, been found to reinforce the shared goals of staff teams (Chen & Lee, 2007). A more detailed exposition of the links between leadership style, collective efficacy, and teachers’ commitment in schools was provided by Ross and Gray (2006).…”

“…Group‐referent efficacy beliefs represent something of the ‘ethos’ of the school with regard to the management of children's behaviour. It is likely that this also represents the views of the leadership of the school (Chen & Lee, 2007; Ross & Gray, 2006). The analyses of our data indicate that for teachers and schools involved in this study, when staff views are that teachers believe they can successfully address external influences, less use is made of exclusion as a sanction.…”

“…It has also been shown that the relationship between individual and collective efficacy beliefs may be mediated by individuals’ sense of themselves as members of the organization (Friedman & Kass, 2002). It seems possible, therefore, that the nature and management of the school as an organization may be highly influential on individual beliefs in efficacy (Bandura, 1997; Chen & Lee, 2007; Goddard & Goddard, 2001; Ross & Gray, 2006; Stanovich & Jordan, 1998).…”

Work Anomie in an Organisation

“…Seeing an appropriate and effective management style, employees will notice their own higher performance and team efficiency. More effective leadership translates into individual effectiveness of team members (Chen & Lee, 2007;Jung & Sosik, 2003;Chen & Bliese, 2002;Katz-Navon & Erez, 2005). Some studies confirm that by treating an employee as a partner and an individual human being and thus addressing their need for dignity and respect as well as giving them the sense of agency and purposefulness of their actions, it is possible to make them more closely identify with the company (Sypniewska, 2016), and thereby reduce the risk of anomie.…”

Three sets of mediators between transformational leadership and team performance

“…The transformational style of team leaders has been shown to affect collective efficacy levels of teams (Chen & Lee, 2007). This style is supposed to enhance a "sense of a collective identity and collective efficacy" (Bass, 1998, p. 25).…”