نقش تعدیل کننده وابستگی کار ادراکی در رهبری تحول گرا
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
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.