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Journal of Business Ethics

Erschienen in:

19.05.2015

How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity

verfasst von: Joanne Lyubovnikova, Alison Legood, Nicola Turner, Argyro Mamakouka

Erschienen in: Journal of Business Ethics | Ausgabe 1/2017

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Abstract

This study examines how authentic leadership influences team performance via the mediating mechanism of team reflexivity. Adopting a self-regulatory perspective, we propose that authentic leadership will predict the specific team regulatory process of reflexivity, which in turn will be associated with two outcomes of team performance, effectiveness and productivity. Using survey data from 53 teams in three organizations in the United Kingdom and Greece and controlling for collective trust, we found support for our stated hypotheses with the results indicating a significant fully mediated relationship. As predicted the self-regulatory behaviors inherent in the process of authentic leadership served to collectively shape team behavior, manifesting in the process of team reflexivity, which, in turn, positively predicted team performance. We conclude with a discussion of how this study extends theoretical understanding of authentic leadership in relation to teamwork and delineate several practical implications for leaders and organizations.

Vorheriger Artikel Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence

Nächster Artikel A Difficult Burden to Bear: The Managerial Process of Dissonance Resolution in the Face of Mandated Harm-Doing

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Titel: How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity
verfasst von: Joanne Lyubovnikova
Alison Legood
Nicola Turner
Argyro Mamakouka
Publikationsdatum: 19.05.2015
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 1/2017
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-015-2692-3

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