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dc.contributor.authorLin, Chieh-Pengen_US
dc.contributor.authorWang, Chu-Chunen_US
dc.contributor.authorChen, Shih-Chihen_US
dc.contributor.authorChen, Jui-Yuen_US
dc.date.accessioned2019-05-02T00:25:53Z-
dc.date.available2019-05-02T00:25:53Z-
dc.date.issued2019-01-01en_US
dc.identifier.issn0048-3486en_US
dc.identifier.urihttp://dx.doi.org/10.1108/PR-10-2017-0313en_US
dc.identifier.urihttp://hdl.handle.net/11536/151627-
dc.description.abstractPurpose The purpose of this paper is to develop a research model that explains team performance based on social cognitive theory and social exchange theory. In the model, team performance indirectly relates to three kinds of leadership (i.e., charismatic, autocratic and considerate) via the full mediation of collective efficacy. At the same time, team justice as a focus in this study is examined as a moderator in the model. Design/methodology/approach The research hypotheses of this study were empirically tested using two-wave data collection across insurance sales teams from a leading bank holding company which is the largest bank holding company in Taiwan. In the first-wave data collection, researchers of this study surveyed six people anonymously from each sales team, including a team leader and five team members. Three months later, the researchers conducted the second-wave data collection by obtaining team performance data from the department of human resource management, which was an independent rater for each team's performance. Two-wave data collection from 59 teams was achieved for verifying the hypothesized effects. Findings The team-level test results show that collective efficacy fully mediates the relationship between charismatic leadership and team performance and between considerate leadership and team performance. Justice moderates the relationship between collective efficacy and team performance and between charismatic leadership and collective efficacy. Originality/value This study has two major theoretical implications. First, this study conceptualized three distinct kinds of leadership as major determinants of team performance from a social exchange perspective. Such a theoretical conceptualization of leadership not only broadens the boundary of leadership beyond traditional one such as transactional leadership based on the theory of contingent reward but also closely reflects the practical status quo of leadership of teams. Second, this research incorporated social exchange theory into the framework of team performance in social cognitive theory. Specifically, this study theorized and validated justice as a moderator in the development of team performance.en_US
dc.language.isoen_USen_US
dc.subjectQuantitativeen_US
dc.subjectLeadershipen_US
dc.subjectHuman resource managementen_US
dc.subjectFairnessen_US
dc.subjectGroupsen_US
dc.titleModeling leadership and team performance: The mediation of collective efficacy and the moderation of team justiceen_US
dc.typeArticleen_US
dc.identifier.doi10.1108/PR-10-2017-0313en_US
dc.identifier.journalPERSONNEL REVIEWen_US
dc.citation.volume48en_US
dc.citation.issue2en_US
dc.citation.spage471en_US
dc.citation.epage491en_US
dc.contributor.department經營管理研究所zh_TW
dc.contributor.departmentInstitute of Business and Managementen_US
dc.identifier.wosnumberWOS:000461590600010en_US
dc.citation.woscount0en_US
Appears in Collections:Articles