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Transformational leadership, group affective tone, and group member social inferences: A leadership complementarity perspective
Author(s) -
Bruning Patrick F.,
Turner Nick,
Lin HsinChen
Publication year - 2020
Publication title -
canadian journal of administrative sciences / revue canadienne des sciences de l'administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.347
H-Index - 48
eISSN - 1936-4490
pISSN - 0825-0383
DOI - 10.1002/cjas.1574
Subject(s) - transformational leadership , social psychology , psychology , complementarity (molecular biology) , transactional leadership , biology , genetics
We investigated how the complementarity between transformational leadership behaviours and group potency predicts changes in group affective tone and subsequent group members' social inferences (job satisfaction, trust in supervisors, and turnover intentions). We analyzed two waves of data from 135 skilled professionals working in 29 groups within a Canadian government agency. Transformational leadership behaviours did not directly relate to changes in group affective tone. However, group potency moderated the relationship between transformational leadership behaviours and group affective tone, as well as the indirect relationships between transformational leadership behaviours and group members' social inferences via group affective tone, such that the relationships were stronger for low‐potency groups. These results suggest transformational leadership may work best when complementing a group's sense of its own perceived capability.