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Transformational leadership and team performance

Shelley D. Dionne (School of Management and Center for Leadership Studies, Binghamton University, Binghamton, New York, USA)
Francis J. Yammarino (School of Management and Center for Leadership Studies, Binghamton University, Binghamton, New York, USA)
Leanne E. Atwater (School of Management, Arizona State University – West, Phoenix, Arizona, USA)
William D. Spangler (School of Management and Center for Leadership Studies, Binghamton University, Binghamton, New York, USA)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 April 2004

Abstract

Despite transformational leadership enjoying success and attention as an exceptional leadership theory, few scholars have investigated a specific link between transformational leadership theory and team performance. As such, we discuss how transformational leadership theory can provide a framework in which to investigate a leader's impact on team performance. We posit that idealized influence/inspirational motivation, intellectual stimulation and individualized consideration could produce intermediate outcomes such as shared vision, team commitment, an empowered team environment and functional team conflict. In turn, these intermediate outcomes may positively affect team communication, cohesion and conflict management. Implications for team development, team training and team structure are presented. Limitations and future directions are also discussed.

Keywords

Citation

Dionne, S.D., Yammarino, F.J., Atwater, L.E. and Spangler, W.D. (2004), "Transformational leadership and team performance", Journal of Organizational Change Management, Vol. 17 No. 2, pp. 177-193. https://doi.org/10.1108/09534810410530601

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited