For example, the research commissioned by Project Management Institute (PMI) reported that the project leadership style is a key success factor to project team performance (Turner & Müller, 2005). Respondents were asked to judge each statement in terms of their team leader’s overall leadership behavior based on their experiences in that specific team. Transformational leadership comprises four components (Avolio & Bass, 1991; Bass & Avolio, 1990b): idealized influence is the degree to which the leader instills values, beliefs, respect, a strong sense of purpose, and collective sense of mission; intellectual stimulation is the ability to accept different perspectives and stimulate thinking; individualized consideration is appreciating each … Hypothesis 2: Cognitive trust among team members has a stronger positive effect on collective efficacy than cognitive trust in the team leader does. Transformational Leadership is a style first described by American historian and political scientist James MacGregor Burns in his 1978 book Leadership and expanded on during the 1980s by fellow scholar Bernard M. Bass. Model 1 included two paths from transformational leadership (the independent variable) to cognitive trust in the team leader and cognitive trust among team members (two mediators). In summary, the confirmations of five hypotheses provided a satisfactory answer to the research question: team performance was affected by a series of mediating process wherein transformational leadership through cognitive trust influenced collective efficacy (the proximal outcome) and ultimately led to team performance (the distal outcome). When individuals hold strong collective efficacy, they are likely to devote more effort to achieving goals (Bandura, 1986). Bass and Avolio, 1993. Each question was measured on a 5-point Likert-type scale (from 1 = strongly disagree to 5 = strongly agree). Transformational leadership Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. the site you are agreeing to our use of cookies. The target scope of the study primarily focused on how cognitive trust and collective efficacy intervene in the transformational leadership−team performance relationship at team level. Collective efficacy is team members’ shared belief regarding the team’s ability to accomplish a given task, which may result from the building of cognitive trust within a team. The aim of this study was to empirically examine the proposed model with collective efficacy and team cognitive trust as the mediators of the transformational leadership−team performance relationship. They were to evaluate how frequently, on average, their team leader displayed the described behaviors on a 5-point response scale (from 1 = never to 5 = always). He received his PhD from the Department of Information Management, National Central University, Taiwan. The sample size of this study is 46 samples and therefore satisfies the requirement. New York: Academic Press, 49–80. Working together: Perceived self- and collective efficacy at the workplace, Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors, The motivational effects of charismatic leadership: A self-concept based theory, Task conflict and relationship conflict in top management teams: The pivotal role of intra-group trust, Asymptotic intervals for indirect effects in structural equations models, Effects of leadership style and anonymity on group potency and effectiveness in a group decision support system environment, The development of collective efficacy in teams: A multilevel and longitudinal perspective, The project manager’s leadership style as a success factor on projects: A literature review, The role of collective efficacy in the relations between transformational leadership and work outcomes, A multilevel study of transformational leadership, identification, and follower outcomes, Development of cognitive and affective trust in teams: A longitudinal study, Leadership behaviors and group creativity in Chinese organizations: The role of group processes. Please read and accept the terms and conditions and check the box to generate a sharing link. Cognitive trust in the team leader, however, is members’ confidence in the team leader. Transformational leadership is an empirically based form of leadership whose basic tenets and approach make it appealing for greater adoption in health care settings. Article Google Scholar Download references “Transformational Leadership: A Response to Critiques.” InLeadership Theory and Research: Perspectives and Directives. There remain many other group variables, such as identification (Wang & Howell, 2012) and cohesion (Nielsen & Daniels, 2012), that could bond team members together, in achieving group outcomes. Transformational leadership theory: Using levels of analysis to determine boundary conditions. 35. Martin M. Chemers and Roya Ayman. Thus, Hypothesis 3 was supported. Transformational leadership is defined as the one that creates valuable and positive changes in its followers. Please check you selected the correct society from the list and entered the user name and password you use to log in to your society website. Finally, the first author administered a panel meeting to refine the translation. Her research interests include team dynamics, ERP, organizational change, virtual team and virtual community learning and performance. Transformational Leadership, Second Edition is intended for both the scholars and serious students of leadership. According to Bass (1985), transformational leaders exert influence on subordinates by broadening and elevating followers’ goals and providing them with the confidence to go beyond specified, minimally acceptable expectations. In conclusion, the findings offer theoretical and empirical valuable insights into how transformational leadership impacts team performance through various mediating variables. B.M. The formation of collective efficacy by way of the impact of two types of team cognitive trust was confirmed (Hypothesis 2). A sample item was, “My project team can find solutions to problems with its performance.” Cronbach’s alpha coefficient was = .868, which exceeded the recommended level of .7 (Nunnally, 1978). They found that transformational leadership affects team performance through value congruence and trust. School Effectiveness School Improv. In this regard, transformational leadership may exert a different effect on trust in the team leader as it does on trust among team members. 2006;17(2):145–77. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. Transformational leadership style affected collective efficacy by way of cognitive trust in the team leader and cognitive trust among team members. Team Performance Management: An International Journal, GATR Journal of Management and Marketing Review. Descriptive Statistics, AVE, Composite Reliability, and Correlation Matrix of Studied Variables (n = 39). With the growing need to acquire a sustainable competitive advantage, many organizations have moved toward flattened hierarchies and self-managed teams (Antoni & Hertel, 2009). AvolioTransformational leadership and organizational culture. Given the reports from management and scholars emphasizing the importance of teams for organizational success (Cohen & Bailey, 1997), understanding the antecedents of team performance is critical for academic and practitioner communities. As discussed earlier, transformational leadership would help to foster team cognitive trust, which in turn would positively leverage collective efficacy. The values of the square root of AVE (depicted in Table 1) were all larger than the interconstruct correlations (Fornell & Larcker, 1981). Article Download PDF View Record in Scopus Google Scholar. Cognitive trust refers to individual beliefs about peer reliability and dependability (McAllister, 1995). Two independent PLS models exemplified by the SmartPLS 2.0 bootstrap procedure with 200 re-samples were conducted to generate the necessary t values. Such a conceptualization of team cognitive trust not only broadens the boundary of team trust beyond trust “in the leader” but also closely reflects the real cognitive aspects of a team. The instruments used to measure research variables are described below. Finally, multilevel investigations of the transformational leadership into the team development process and follower outcomes have received many attentions recently (e.g., Nielsen & Daniels, 2012; Wang & Howell, 2012). Five items were measured on a 5-point Likert-type scale (from 1 = strongly disagree to 5 = strongly agree). Hsiu-Hua Chang completed her PhD at the Department of Information Management, National Central University, Taiwan. Dvir, Eden, Avolio, and Shamir (2002) showed that transformational leadership is highly effective in terms of subordinates’ development and performance. Convergent validity was assessed by examining the average variance extracted (AVE) from the measures (Hair, Black, Babin, Anderson, & Tatham, 2006). Journal of Educational Administration, 40(4), 368–389. The present study therefore proposes a research framework with the aim of investigating the tangled relationships between transformational leadership, collective efficacy, team cognitive trust, and team performance in project team settings. The transformational leadership model has been studied and applied to organizations such as schools, the military, hospitals, and banks. The results indicated that cognitive trust in the team leader mediated the impact of transformational leadership on collective efficacy (z value for the Sobel test = 4.837, p < .01) and the effect of transformational leadership on collective efficacy was also significantly mediated by cognitive trust among team members (z value for the Sobel test = 4.869, p < .01). Table 1. 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Google Scholar Wen-Wei Chuang is a Master of the Department of Information Management, National Central University, Taiwan. (, Arnold, K. A., Barling, J., Kelloway, E. K. (, Braun, S., Peus, C., Weisweiler, S., Frey, D. (, Burke, C. S., Sims, D. E., Lazzara, E. H., Salas, E. (, Cheung, S. O., Ng, S. T., Lam, K. C., Yue, W. M. (, Chin, W. W., Marcolin, B. L., Newsted, P. R. (, Dvir, T., Eden, D., Avolio, B. J., Shamir, B. It is important to know the relationship between transformational leadership … To validate the Chinese version instrument, several master students in the management college of university in northern Taiwan were invited to participate in a pilot test. To ensure that the responses were representative of that team, two members of each team were randomly picked to answer the questionnaire. Therefore, Hypothesis 2 was supported. This article is part of the following special collection(s): Antecedents and consequences of team potency in software development projects, Team process, their antecedents and consequences: Implications for different types of teamwork. Lean Library can solve it. Trust in a leader was frequently found to mediate the leadership−outcome relationship in studies of leadership processes (e.g., Dirks & Ferrin, 2002; Dirks & Skarlicki, 2004; Hoyt & Blascovich, 2003; Jung & Avolio, 2000); nevertheless, different referents of trust may have different consequences in the leadership process (Dirks & Ferrin, 2002). The social contract of leadership is viewed as a myth that functions to reinforce ... ( google.com) 2.3 Democratic Style of Leadership The leader encourages followers to explore new ways of doing things and new opportunities to learn. Given that team cognitive trust is likely to be the (or a) consequence of transformational leadership and the antecedent of collective efficacy, this study argues that the impact of transformational leadership on collective efficacy is likely to come from its mediating effect via team cognitive trust. Google Scholar; Despite changing immigration policies, the number and representation of internationally educated nurses from India in the US nursing workforce increased substantially in 2008 to become the third largest group of internationally educated nurses in America. Specifically, cognitive trust in team leader and cognitive trust among team member mediated the impact of transformational leadership on collective efficacy which, in turn, led to better team performance. In other words, transformational leadership may directly influence trust among team members. A Pulitzer Prize–winning historian examines transformational leaders from Moses to Machiavelli to Martin Luther King Jr. in this “impressive book” (The Washington Post). Nevertheless, relatively little empirical research appeared to have investigated the mediating role of team cognitive trust in the transformational leadership-collective efficacy relationship. Conversely, Kim, Ferrin, Cooper, and Dirks (2004) suggested that the early development of trust is likely to be determined by its cognitive dimensions, such as group membership and reputation. Therefore, the use of teams has become an essential feature in many organizations (Cohen & Bailey, 1997; Tasa, Taggar, & Seijts, 2007). In keeping with our hypotheses, the results extend the available literature, unearthing the m… Dirks and Skarlicki (2004) suggested that focusing solely on a team’s trust in a supervisor may ignore other important referents. First, this study conceptualized team cognitive trust as a two-dimensional construct: cognitive trust in the team leader and cognitive trust among team members. Huey-Wen Chou is a professor at the Department of Information Management, National Central University in Taiwan. Shamir, House, and Arthur (1993) suggested that transformational leaders build followers’ personal and social identification and enhance members’ feelings of cohesiveness. The measures were adapted from Kanawattanachai and Yoo (2002). Among these, the transformational leadership style has been one of the most cited theories of leadership (Judge & Bono, 2000). Such leaders seek to alter the existing structure and influence people to buy into a new vision and new possibilities. Binghamton: State University of New York, School of Management. The result of the study supported all five hypotheses confirming the intertwined relationships between transformational leadership style, team cognitive trust, collective efficacy, and team performance. Find out about Lean Library here, If you have access to journal via a society or associations, read the instructions below. When a team leader displays a transformational leader style, team members will perceive a high level of team cognitive trust and therefore will be more likely to perceive to others’ ability and reliability to perform a task (Kanawattanachai & Yoo, 2007; McAllister, 1995). 1 Review. Five items measuring collective efficacy was adapted from Jung and Sosik (2002). The original instrument adopted in this study is the English version, and therefore a panel of experts including authors was responsible for translating the instrument into Chinese. Among the process variables associated with the transformational leadership process, trust has been acknowledged as one important factor that can mediate the effect of the transformational leadership on group outcomes (Braun, Peus, Weisweiler, & Frey, 2013; Jung & Avolio, 2000; Zhu, Newman, Miao, & Hooke, 2013). For more information view the SAGE Journals Sharing page. Although cognitive trust among team members was more closely related to proximal collective efficacy than cognitive trust in the team leader was, the factors that foster the development of cognitive trust among team members remain scantly explored in the transformational leadership literature and deserve more attention in future research. First, one author translated the original instrument into Chinese. (, Walumbwa, F. O., Wang, P., Lawler, J. J., Shi, K. (, Zhu, W., Newman, A., Miao, Q., Hooke, A. Sign in here to access free tools such as favourites and alerts, or to access personal subscriptions, If you have access to journal content via a university, library or employer, sign in here, Research off-campus without worrying about access issues. A multilevel investigation of the transformational leadership in relation to trust, efficacy, identification, and cohesion may provide our richer understandings of how team performance and follower outcomes could be achieved by series of mediating process. Some society journals require you to create a personal profile, then activate your society account, You are adding the following journals to your email alerts, Did you struggle to get access to this article? Transformational and transactional leadership styles focus on the relationship between leaders and employees and in return influence the level of success of an organization. This implies that transformational leaders can facilitate interdependent work among group members and encourage members to work together, help team members establish a sense of cognitive trust, and foster positive feelings among themselves. Hypothesis 3 tested whether the impact of a transformational leadership style on cognitive trust in the team leader is greater than its impact on cognitive trust among team members. Confirmatory factor analysis was first conducted to assess the measurement model. Hypothesis 5: A transformational leadership will have an indirect positive effect, mediated through cognitive trust among team members on collective efficacy. (2007) suggested that team performance is the distal outcome variable of trust in leadership. Figure 2 illustrates the path coefficients of the proposed research model. Team types included IS (information systems) integration (12), quality improvement (11), R&D (7), business management (5), customer service (3), production (1), sales (1), and others (6). Intellectual Stimulation: Transformational leaders not only challenge the status quo; they also encourage creativity among followers. Nevertheless, data analysis solely targeted at team level and some other process variables naturally associated with the transformational leadership were not incorporated into the proposed model. Article Google Scholar Create a link to share a read only version of this article with your colleagues and friends. Team Performance in a Transformational Leadership Process, Transformational Leadership and Team Performance, http://www.creativecommons.org/licenses/by/3.0/, http://www.uk.sagepub.com/aboutus/openaccess.htm, Akgün, Keskin, Byrne, and Imamoglu (2007), Gully, Beaubien, Incalcaterra, & Joshi, 2002, Podsakoff, MacKenzie, Moorman, & Fetter, 1990, Hair, Black, Babin, Anderson, & Tatham, 2006, Transformational Leadership and Job Performance: The Mediating Role of Work Engagement. Erp ) system strongly disagree to 5 = strongly agree ) developing followers into leaders well during. Complete their jobs jointly in a supervisor may ignore other important referents Judge & Bono, 2000 ) confirmed trust... Scale ( from 1 = strongly disagree to 5 = strongly disagree to 5 = strongly disagree to =... Master of the most successful health care models for countries around the.... 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