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. Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership, Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust, Trust in leadership: A multi-level review and integration, A satisfying leadership behaviour model for design consultants, A partial least squares latent variable modeling approach for measuring interaction effects: Results from a Monte Carlo simulation study and an electronic-mail emotion/adoption study, What makes teams work: Group effectiveness research from the shop floor to the executive suite, Trust in leadership: Meta-analytic findings and implications for research and practice, Trust in leaders: Existing research and emerging issues, Impact of transformational leadership on follower development and performance: A field experiment, Evaluating structural equation models with unobservable variables and measurement error, Personality, affect, and behavior in groups, The efficacy advantage: Factors related to the formation of group efficacy, A meta-analysis of team-efficacy, potency and performance: Interdependence and level of analysis as moderators of observed relationships, Teamwork quality and the success of innovative projects: A theoretical concept and empirical evidence, Transformational and transactional leadership in virtual and physical Environments, Estimating within-group interrater reliability with and without response bias, Five-factor model of personality and transformational leadership, Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership, Transformational leadership in work groups: The role of empowerment, cohesiveness, and collective-efficacy on perceived group performance, The impact of knowledge coordination on virtual team performance over time, Removing the shadow of suspicion: The effects of apology versus denial for repairing competence-versus integrity-based trust violations, Exploring the relationship between cohesive and collective efficacy in rugby teams, Collective trust and collective action: The decision to trust as a social decision, Conducting interorganizational research using key informants, Affect-and cognition-based trust as foundations for interpersonal cooperation in organizations, Initial trust formation in new organizational relationships. The significant impact of collective efficacy on team performance (Hypothesis 1) was consistent with prior research findings (Gully et al., 2002; Tasa et al., 2007). Yu, H., Leithwood, K., & Jantzi, D. (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. 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. Although research on transformational leadership has consistently noted that there is an underlying process through which transformational leaders exhibit their influences on their followers’ development and ultimately facilitate team performance (e.g., Dvir et al., 2002; Walumbwa, Wang, Lawler, & Shi, 2004; Wang & Howell, 2012), surprisingly relatively little research has explored this topic especially in project team settings. Transformational leadership or the iron cage: Which predicts trust, commitment and team efficacy? The transformational leadership directly helped foster members’ cognitive trust in the team leader and cognitive trust among team member. Martin M. Chemers and Roya Ayman. McKnight, Cummings, and Cherany (1998) described trust as the belief and the willingness to depend on another party. In other words, transformational leadership may directly influence trust among team members. Therefore, cognitive trust among team members is also a necessary element of team trust in exploring the formation of collective efficacy. Finally, the first author administered a panel meeting to refine the translation. (2004) demonstrated that collective efficacy emerges from the team development and mediates the impact of transformational leadership on work outcomes. Team cognitive trust therefore may play a mediating role in the relation between transformational leadership and collective efficacy. Burke et al. Huey-Wen Chou is a professor at the Department of Information Management, National Central University in Taiwan. Binghamton: State University of New York, School of Management. Accordingly, team cognitive trust is likely to be related to a team’s collective efficacy in the transformational leadership process. Excellent transformational leaders use authority and power to inspire and motivate people to trust and follow their example. The present study provided the initial step to explore how team cognitive trust mediates the impact of transformational leadership on collective efficacy. The sample size of this study is 46 samples and therefore satisfies the requirement. Bass and Avolio, 1993. Transformational leadership and job behaviors: The mediating role of core job characteristics. transformational leadership is highly effective in terms of subordinates’ development and performance. Bass, B.J. Aucun commentaire n'a été trouvé aux emplacements habituels. The measures were adapted from Kanawattanachai and Yoo (2002). Thus, Hypothesis 3 was supported. Although existing studies have already shown that transformational leadership is crucial in facilitating knowledge sharing among team members, our understanding on the underlying mechanism is largely limited. Transformational leadership is defined as the one that creates valuable and positive changes in its followers. The inquiry regarding how transformational leadership and team cognitive trust affect collective efficacy and therefore affects team performance has not been well understood in previous research. Medical trainees at all levels and their supervisors should be trained in the principles and application of transformational leadership. FundingThe author(s) received no financial support for the research and/or authorship of this article. Fourth, this study only focused on how transformational leadership is associated with selected group variables, including cognitive trust and collective efficacy. A survey was conducted to empirically examine the proposed model. 1993. the site you are agreeing to our use of cookies. Therefore, Hypothesis 1 was supported. He received his PhD from the Department of Information Management, National Central University, Taiwan. 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. Each aspect of transformational leadership including charisma, inspirational motivation, intellectual stimulation, and individualized consideration was measured by six items, respectively. Transformational leadership Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. Second, the effects of selected control variables such as physical versus virtual teams, team size, and task type should be studied in future research. Individualized Consideration: Transformational leadership also involves offering support and encouragement to individual followers. (2007) found that strong interpersonal trust enhanced software project teams’ collective efficacy. Previous research has mainly focused on trust in the team leader; nevertheless, the impact of trust among team members on distal outcomes has not gained much attention. 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. 35. Yu-Hsun Lin is an Assistant Professor at the Department of Business Management, Ming Chi University of Technology in Taiwan. Transformational leadership has been found to be positively associated with trust in the team leader, collective efficacy (e.g., Hoyt & Blascovich, 2003), and team performance (e.g., Hoyt & Blascovich, 2003; Jung & Avolio, 2000). Kanawattanachai and Yoo (2007) indicated that cognitive trust grounded in the beliefs regarding others’ ability and reliability to accomplish a task (Kanawattanachai & Yoo, 2007). In this groundbreaking study, Burns examines the … (, Kumar, N., Stern, L. W., Anderson, J. C. (, McKnight, D. H., Cummings, L. L., Cherany, N. L. (, Podsakoff, P. M., MacKenzie, S. B., Moorman, R., Fetter, R. (, Shamir, B., House, R. J., Arthur, M. B. 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. Recent studies on group research have highlighted the development of cognitive trust and affective trust in the team process (Webber, 2008; Zhu et al., 2013). In particular, this study found that collective efficacy was enhanced more by cognitive trust among team members more than by cognitive trust in the team leader. This study therefore hypothesizes that the effect of cognitive trust among team members on collective efficacy is stronger than the effect of cognitive trust in the team leader on collective efficacy. Another group process variable that may emerge in the transformational leadership process is collective efficacy (Zhang, Tsui, & Wang, 2011). With the growing need to acquire a sustainable competitive advantage, many organizations have moved toward flattened hierarchies and self-managed teams (Antoni & Hertel, 2009). This product could help you, Accessing resources off campus can be a challenge. The implications of transactional and transformational leadership for individual, team, and organizational development BM Bass, BJ Avolio Research in organizational change and development 4 … 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. The items wordings were refined to adapt to the team’s context. Team leaders or managers should work on being active transformational leaders to help foster team members’ cognitive trust in the team leader and cognitive trust among team members, which in turn will facilitate the development of collective efficacy and ultimately enhance team performance. Discriminant validity was confirmed by looking at the square root of AVE. Finally, the study incorporated the model of collective efficacy from social cognitive theory into the framework of trust in leadership theory. Akgün, Keskin, Byrne, and Imamoglu (2007) demonstrated a strong beneficial effect of interpersonal trust on software project teams’ collective efficacy. In this regard, transformational leadership may exert a different effect on trust in the team leader as it does on trust among team members. What is the relationship between a transformational leadership and cognitive trust among team members? They found that transformational leadership affects team performance through value congruence and trust. Despite the commonly used social exchange theory perspective, our study showed how transformational leadership influences followers’ knowledge sharing behavior via a sensegiving perspective. View or download all the content the society has access to. The Measurement of Transformational Leadership, Commitment Loyalty and Satisfaction of Followers of Transformational Leaders, Transformational Leadership and Performance, Contingencies of Transformational Leadership, The Development of Transformational Leadership, Predictors and Correlates of Transformational Leadership, Rank Status and Transformational Leadership, Empowerment and Transformational Leadership, Substitutes for Transformational Leadership and Teams as Substitutes, Transformational Leadership of Men and Women, Implications of Transformational Leadership for Organizational Policies. Historian and political scientist James MacGregor Burns has spent much of his career documenting the use and misuse of power by leaders throughout history. As depicted in Figure 1, the largest numbers of structural paths are two paths directed to collective efficacy, which indicated that the requirement for sample size in our proposed model should be equal to or above 20 teams. In attempting to understand the roles of cognitive trust and collective efficacy in the transformational leadership−team performance relationship, this study proposed five hypotheses with aims to examine how transformational leadership and cognitive trust affect collective efficacy, which therefore influences team performance. The e-mail addresses that you supply to use this service will not be used for any other purpose without your consent. Google Scholar Scale items were revised to measure two types of team cognitive trust: cognitive trust among team members and cognitive trust in the team leader. Five items measuring collective efficacy was adapted from Jung and Sosik (2002). His current research interests include: team innovation, team learning, and internet research. (1986) Transformational leadership and the falling dominoes effect (Tech. Enacted in its authentic form, transformational leadership enhances the motivation, morale Dirks and Skarlicki (2004) suggested that focusing solely on a team’s trust in a supervisor may ignore other important referents. Cronbach’s alpha and composite reliability were used to examine reliability. Therefore, future research should examine the development of affective and cognitive trust in the team leader and among team members longitudinally to clarify their relationship in the team development process. . Please read and accept the terms and conditions and check the box to generate a sharing link. This site uses cookies. Thus, Hypothesis 4 and Hypothesis 5 were supported. 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