TY  - JOUR
AB  - 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.
VL  - 17
IS  - 2
SN  - 0953-4814
DO  - 10.1108/09534810410530601
UR  - https://doi.org/10.1108/09534810410530601
AU  - Dionne Shelley D.
AU  - Yammarino Francis J.
AU  - Atwater Leanne E.
AU  - Spangler William D.
PY  - 2004
Y1  - 2004/01/01
TI  - Transformational leadership and team performance
T2  - Journal of Organizational Change Management
PB  - Emerald Group Publishing Limited
SP  - 177
EP  - 193
Y2  - 2024/04/19
ER  -