Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams | Zendy

Natalia Lorinkova | Zendy; Matthew J. Pearsall | Zendy; Henry P. Sims | Zendy

AI Assistant Blog Pricing

Home ZAIA Blog

Open Access

Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams

Author(s) -

Natalia Lorinkova,

Matthew J. Pearsall,

Henry P. Sims

Publication year - 2012

Publication title -

academy of management journal

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 11.193

H-Index - 318

eISSN - 1948-0989

pISSN - 0001-4273

DOI - 10.5465/amj.2011.0132

Subject(s) - directive , ambiguity , empowerment , psychology , empirical research , knowledge management , leadership development , public relations , business , process management , political science , computer science , programming language , philosophy , epistemology , law

This study integrates theories from the leadership and team development literatures to resolve ambiguity regarding the relative benefits of empowering and directive leadership in teams by focusing on their influence on team development processes over time. Empirical results based on longitudinal performance data from 60 teams suggest that teams led by,a directive leader initially outperform those led by an empowering leader. However, despite lower early performance, teams led by an empowering leader experience higher performance improvement over time because of higher levels of team learning, coordination, empowerment, and mental model development. Implications for current and future team leadership research are discussed.

The content you want is available to Zendy users.

Already have an account? Click here to sign in.

Having issues? You can contact us here

Accelerating Research