نقش تعدیل کننده وابستگی کار ادراکی در رهبری تحول گرا
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نقش تعدیل کننده وابستگی کار ادراکی در رهبری تحول گرا

عنوان فارسی مقاله: نقش تعدیل کننده وابستگی کار ادراکی و اندازه گروه در رابطه رهبری تحول گرا در شناسایی تیم: آنالیز ابعاد
عنوان انگلیسی مقاله: The Moderating Roles of Perceived Task Interdependence and Team Size in Transformational Leadership’s Relation to Team Identification: A Dimensional Analysis
مجله/کنفرانس: مجله کسب و کار و روانشناسی – Journal of Business and Psychology
رشته های تحصیلی مرتبط: مدیریت، روانشناسی
گرایش های تحصیلی مرتبط: مدیریت اجرایی، مدیریت کسب و کار، روانشناسی صنعتی و سازمانی
کلمات کلیدی فارسی: رهبری تحول گرا، شناسایی تیم، وابستگی به کار، اندازه تیم
کلمات کلیدی انگلیسی: Transformational leadership, Team identification, Task interdependence, Team size
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journal List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1007/s10869-017-9507-8
دانشگاه: Daniels College of Business – University of Denver – University Blvd – USA
ناشر: اسپرینگر - Springer
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2018
ایمپکت فاکتور: 3.000 در سال 2018
شاخص H_index: 64 در سال 2019
شاخص SJR: 1.633 در سال 2018
شناسه ISSN: 1573-353X
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: pdf
تعداد صفحات مقاله انگلیسی: 19
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
کد محصول: E9085
فهرست انگلیسی مطالب

Abstract


1- Theoretical Development


2- The Moderating Role of Perceived Task Interdependence for Charisma


3- The Moderating Role of Team Size for Intellectual Stimulation and Individualized Consideration


4- Method


5- Data Analysis Strategy


6- Results


7- Hypothesis Testing


8- Discussion


9- Limitations and Future Research Directions


10- Practical Implications


Conclusion


References

نمونه متن انگلیسی مقاله

Abstract


This study is aimed at investigating perceived task interdependence and team size as contingencies for team leaders’ transformational leadership influence on team identification. Data were obtained from a two-phase survey among 234 employees from ten multinational pharmaceutical subsidiaries in South Korea. Each dimension of transformational leadership by team leaders relates positively to team identification. However, the impact of leadership dimensions on team identification is attenuated by distinct moderator(s): charisma by higher perceived task interdependence, individualized consideration by larger team size, and intellectual stimulation by higher perceived task interdependence or larger team size. This study’s findings help us develop a more nuanced understanding of how transformational leadership operates. This study illustrates that team leaders’ transformational influence on team identification fluctuates, depending on the team structure. Such knowledge may help inform team leader development and team-structuring strategies used by practitioners and may contribute to improving organizational team effectiveness. This is one of the first studies showing evidence that the influence of the dimensions of transformational leadership is contingent upon distinct moderators, thereby contributing to advancing the theory of transformational leadership. Further, this study, by investigating team structure as a contingency of the transformational leadership-team identification relationship, complements previous research that focused on follower characteristics. Additionally, our explicit attention to the team as both the context of leaders’ action and the target of employee identification helps us gain a more concrete understanding of team leadership and team development issues, which are particularly salient in the highly competitive pharmaceutical industry.


Theoretical Development


Before we delve into discussing the relationship between transformational leadership and team identification, we believe it is necessary to clarify our conceptualization of these constructs in terms of their level of analysis, given that they have been conceptualized as both individual- and group-level constructs in previous studies. Team identification refers to the extent to which employees perceive oneness with or belongingness to a team (Ashforth & Mael, 1989) and, as such, reflects the extent to which the individual’s self-concept incorporates his or her team (Pratt, 1998). This construct is thus basically a psychological process located at the individual level (Kark et al., 2003; Shamir, Zakay, Breinin, & Popper, 2000). Further, team identification entails a subjective claim or acceptance by the individual, whose identity is at stake (Ashmore, Deaux, & McLaughlin-Volpe, 2004; Brickson, 2013; Dutton, Dukerich, & Harquail, 1994), and therefore, individuals in the same team may develop varying degrees of identification with their team. For these reasons, team identification has been frequently conceived and assessed at the individual level of analysis (e.g., Chen, Zhu, & Zhou, 2015; Morrison, Wheeler-Smith, & Kamdar, 2011; van der Vegt, van de Vliert, & Oosterhof, 2003), and we follow this practice.

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