Despite the increased work on leadership in teams, there is a lack of integration concerning the relationship between leader behaviors and team performance outcomes. A framework depicting the relationship between leadership functions, specific leadership behaviors, and conditions which enable team performance was created. Using this framework, a meta-analysis was conducted to examine the relationship between leadership behavior in teams and behaviorally-based team performance outcomes. Results suggest the use of task-focused behaviors is moderately related to perceived team effectiveness and team productivity (.333, .203). Person-focused behaviors were related to perceived team effectiveness (.360), team productivity (.284), and team learning (.560). Sub-group analyses indicated that the specific leadership behaviors investigated were generally related to team performance outcomes. Most notably, empowerment behaviors accounted for nearly 30% of the variance in team learning. Finally, moderator analyses investigating the level of task interdependence were conducted. Study limitations, practical implications, and directions for research are also outlined.

What type of leadership behaviors are functional in teams? A meta-analysis

Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes

Fostering team innovation is increasingly an important leadership function. However, the empirical evidence for the role of transformational leadership in engendering team innovation is scarce and mixed. To address this issue, the authors link transformational leadership theory to principles of M. A. West's (1990) team climate theory and propose an integrated model for the relationship between transformational leadership and team innovation. This model involves support for innovation as a mediating process and climate for excellence as a moderator. Results from a study of 33 research and development teams confirmed that transformational leadership works through support for innovation, which in turn interacts with climate for excellence such that support for innovation enhances team innovation only when climate for excellence is high.

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Transformational Leadership and Team Innovation : Integrating Team Climate Principles

Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

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Organizational Commitment, Job Satisfaction and Turnover Among Psychiatric Technicians. Technical Report No. 16.

We present a conceptual framework and review the empirical literature on leadership in research and development (R&D) organizations. Findings of studies reviewed suggest that transformational project leaders who communicate an inspirational vision and provide intellectual stimulation and leaders who develop a high-quality leader–member exchange (LMX) relationship with project members are associated with project success. Boundary-spanning activity and championing by the leader are also found to be important factors for project success. The review also suggests that a number of moderators and contextual variables such as project group membership and rate of technological change may make leadership in R&D organizations different from that in operating organizations. Propositions for future research are suggested.

Leadership in research and development organizations: A literature review and conceptual framework

This study empirically examines the relationship between the role of R&D project leaders and their team performance using data from 87 project teams in 6 R&D organizations in Korea. The results reveal that:



(1) RD



(2) All but the champion role of a leader is positively related with project team performance;



(3) However, this relationship between the role of leader and project team performance varies according to the characteristics of R&D project teams and their tasks.



Specifically, it becomes important for a leader to focus less on the team building role as the team gets older. The team building role of a leader, however, is more important for higher performance of relatively certain R&D projects, while for uncertain R&D projects, the strategic planning role appears to be more crucial. Based on these results, this study discusses several managerial and theoretical issues related to the role of a leader in R&D project teams.

The roles of R&D team leaders in Korea: a contingent approach

This study empirically examined the relationships between career orientations of R&D professionals in Korea and other personal characteristics such as demographic factors, work-related outcomes, and reward preferences. The results, based on the survey about 1,240 technical people in 15 R&D organizations, revealed five distinctive and independent career orientations: technical, manager, project, technical transfer, and entrepreneurial orientations. The career orientations of R&D professionals are found to be different between private and public sectors and to be associated with their education level and organizational tenure. It is also observed that R&D professionals with different career orientations exhibit different work-related outcomes and reward preferences. For instance, technical-oriented professionals tend to be more educated, to exhibit better job attitudes and technical performances, and to favor professional rewards. While those with manager and transfer orientations are longer-tenured, have more positive job attitudes but lower technical performances, and prefer social status and prestige and career rewards in their organization. Both project- and entrepreneur-oriented professionals exhibit a less positive attitude toward their organizations, but seek different reward schemes: the former pursues challenging R&D projects with autonomy and the latter favors financial returns. Finally, the implications of these findings for managing careers of R&D professionals are discussed.

Career orientations of R&D professionals in Korea

This study examined the relationship between person–organization (PO) fit on prosocial identity (prosocial PO fit) and various employee outcomes. The results of polynomial regression analysis based on a sample of 589 hospital employees, which included medical doctors, nurses, and staff, indicate joint effects of personal and organizational prosocial identity on the development of a sense of organizational identification and on the engagement in prosocial behaviors toward colleagues, organizations, and patients. Specifically, prosocial PO fit had a curvilinear relationship with organizational identification, such that organizational identification increased as organizational prosocial characteristics increased toward personal prosocial identity and then decreased when the organizational prosocial characteristics exceeded the personal prosocial identity. In addition, organizational identification and prosocial behaviors increased as both personal and organizational prosocial identity increased from low to high.

Person–Organization Fit on Prosocial Identity: Implications on Employee Outcomes

We develop and test a model of the effects of transformational leadership beyond the boundaries of a team to the level of collaboration with other teams. We also test team size as a boundary condit...

Transformational Leadership and Inter-Team Collaboration: Exploring the Mediating Role of Teamwork Quality and Moderating Role of Team Size

The extant literature has examined the effects of ownership structures on corporate social responsibility (CSR), yet it has overlooked the non-linear and interactive effects among major shareholder groups. In this study, we examine the non-linear effects of insider and institutional ownerships on CSR. We also examine whether it is necessary to have both incentive alignment and monitoring mechanisms (complementary view) or it is sufficient to have either mechanism (substitutive view) to promote CSR. Using a sample of the U.S. Fortune 1000 firms, our results suggest that insider and institutional ownerships have non-linear effects on CSR. We also find support for the complementary mechanisms view, in that the highest CSR rating is observed when both ownership levels are high. Therefore, firms need to maintain strong governance structures to realize synergistic effects in promoting CSR. Our findings provide a more in-depth understanding of the relationships between ownership structures and corporate social outcomes.

Jongseok Cha

Papers

The roles of R&D team leaders in Korea: a contingent approach

Career orientations of R&D professionals in Korea

Person–Organization Fit on Prosocial Identity: Implications on Employee Outcomes

Transformational Leadership and Inter-Team Collaboration: Exploring the Mediating Role of Teamwork Quality and Moderating Role of Team Size

Does Ownership Structure Matter? The Effects of Insider and Institutional Ownership on Corporate Social Responsibility