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Proactively performing teams: The role of work design, transformational leadership, and team composition
Author(s) -
Williams Helen M.,
Parker Sharon K.,
Turner Nick
Publication year - 2010
Publication title -
journal of occupational and organizational psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.257
H-Index - 114
eISSN - 2044-8325
pISSN - 0963-1798
DOI - 10.1348/096317910x502494
Subject(s) - transformational leadership , psychology , team composition , interpersonal communication , psychological safety , personality , team effectiveness , social psychology , proactivity , applied psychology , association (psychology) , knowledge management , computer science , psychotherapist
This study investigated the determinants of team proactive performance amongst 43 shift teams from a UK chemical processing plant. Using external ratings of team proactive performance, the study found that the most proactive teams were those with higher levels of self‐management, transformational team leaders, and a higher‐than‐average level of proactive personality. The relationship between transformational leadership and team proactive performance was mediated by favourable interpersonal norms. In addition, lower diversity of proactive personality amongst team members had an indirect association with team proactive performance via its negative effect on favourable interpersonal norms.