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LEADERSHIP IN ACTION TEAMS: TEAM LEADER AND MEMBERS’ AUTHENTICITY, AUTHENTICITY STRENGTH, AND TEAM OUTCOMES
Author(s) -
HANNAH SEAN T.,
WALUMBWA FRED O.,
FRY LOUIS W.
Publication year - 2011
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.2011.01225.x
Subject(s) - teamwork , psychology , team effectiveness , psychological safety , team composition , action (physics) , social psychology , team leader , productivity , applied psychology , management , physics , quantum mechanics , economics , macroeconomics
A field study was conducted with 47 Army action teams spanning 9 weeks to assess the influence of team leader authenticity on team authenticity and team outcomes. Results showed that team leader authenticity at Time 1 predicted teamwork behavior and team productivity at Time 3, with these relationships mediated by team authenticity at Time 2. We further explored the moderating role of authenticity strength in the team authenticity–teamwork behavior relationship. Team authenticity interacted with authenticity strength such that the team authenticity–teamwork behavior relationship was stronger when authenticity strength was higher rather than lower. Implications of these findings for theories of shared leadership, team leadership, and authentic leadership are discussed.