团队信任对共同领导和团队绩效的中介效应

IF 2.4 Q3 MANAGEMENT
Soo Jeoung Han, Mirim Kim, Michael Beyerlein
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引用次数: 0

摘要

目的 随着团队成员暂时承担起领导者的角色,共享领导力系统应运而生。本研究有三个目的:(a)检验共享领导行为的三个基本维度;(b)研究共享领导行为与团队绩效之间的关系;(c)研究信任在团队成员对共享领导的认知与绩效之间的中介效应。设计/方法/途径我们使用了共享领导的子维度:关系导向的共享领导(ROSL)、任务导向的共享领导(TOSL)和创造导向的共享领导(COSL)。我们收集了大学生团队在两个不同时间点的调查数据。研究结果本研究的因子分析结果支持一个二阶因子模型,该模型通过 TOSL、ROSL 和一个新的 COSL 构建来解释共享领导力。此外,我们还发现,共享领导力行为通过团队信任直接和间接地预测了团队绩效。原创性/价值本研究证实了最初通过项目团队视频分析发现的 COSL 新子维度的作用(Leight 等人,2018 年),从而为共享领导力研究增添了价值。这项定量研究支持二阶模型中的 COSL 与 TOSL 和 ROSL,其中每个组成部分都为团队动力提供了独特的输入。我们的研究结果强调了共同领导力在提升团队信任度方面的重要作用,并最终提高了团队绩效。这一洞察力对教育管理和领导力具有特别的意义,为理解共享领导力实践如何在学术环境中对团队动力产生积极影响提供了一个框架。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
The mediating effect of team trust on shared leadership and team performance

Purpose

As team members temporarily assume the role of leader, a system of shared leadership emerges. This study had three purposes: (a) to test the underlying three dimensions of shared leadership behaviors, (b) to examine the relationship between shared leadership behaviors and team performance, and (c) to examine the mediating effect of trust between team members’ perceptions of shared leadership and performance.

Design/methodology/approach

We used the sub-dimensions of shared leadership: relation-oriented shared leadership (ROSL), task-oriented shared leadership (TOSL), and creativity-oriented shared leadership (COSL). We collected survey data from college student teams at two different time points.

Findings

This study’s factor analysis results supported a second-order factor model that explains shared leadership with TOSL, ROSL, and a new COSL construct. Additionally, we discovered that shared leadership behaviors predicted team performance both directly and indirectly through team trust.

Originality/value

This study confirms the role of the new sub-dimension of COSL originally discovered by video analysis of project teams (Leight et al., 2018), thereby adding value to shared leadership research. This quantitative study supports the COSL with TOSL and ROSL in a second-order model where each component contributes unique input into the team dynamics. Our findings underscore the significance of shared leadership in elevating team trust, ultimately resulting in improved team performance. This insight holds particular relevance for educational management and leadership, offering a framework for understanding how shared leadership practices can positively influence team dynamics within academic contexts.

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来源期刊
CiteScore
4.30
自引率
8.30%
发文量
72
期刊介绍: The International Journal of Educational Management (IJEM) provides those interested in the effective management of the educational process with a broad overview of developments and best practice in the field, with particular reference to how new ideas can be applied worldwide. As the whole structure and philosophy of education goes through a sea-change, and as budgets are cut, educational managers need to keep abreast of new developments in order to maximize their resources and determine the most appropriate management strategy for their institution. The journal explores research in the following areas: -Innovation in educational management across the spectrum -The development of educational delivery mechanisms -Creation of an environment in which the management of resources provides the most efficient outputs -Sharing of new initiatives, with an international application The International Journal of Educational Management addresses the increasingly complex role of the educational manager, offering international perspectives on common problems and providing a forum for the sharing of ideas, information and expertise.
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