To read the full version of this content please select one of the options below:

Modeling team performance from the perspective of politics and ethical leadership

Chieh-Peng Lin (National Chiao Tung University, Taipei, Taiwan)
Na-Ting Liu (Ming Chuan University, Taipei, Taiwan)
Chou-Kang Chiu (National Taichung University of Education, Taichung, Taiwan)
Kuang-Jung Chen (Chihlee University of Technology, New Taipei City, Taiwan)
Ni-Chen Lin (National Chiao Tung University, Taipei, Taiwan)

Personnel Review

ISSN: 0048-3486

Publication date: 2 August 2019

Abstract

Purpose

The purpose of this paper is to develop and test a model of team performance by applying social exchange and social capital perspectives in a single model setting. It hypothesizes that team performance is indirectly affected by politics through leader–member capitalization (LMC) and by ethical leadership through leader–member exchange (LMX). Meanwhile, team identification is hypothesized to moderate the relationships between politics and LMC and between ethical leadership and LMX.

Design/methodology/approach

The hypotheses of this study were empirically tested using a survey of work teams from the banking and insurance industry in Taipei, Taiwan.

Findings

The relationship between team performance and ethical leadership is fully mediated by LMX, while the indirect relationship between team performance and politics is mediated via both LMC and LMX. Team identification positively moderates the relationship between ethical leadership and LMX.

Originality/value

This study is one of the few to examine the mediating roles of LMC and LMX simultaneously in team performance development. This study provides several key findings that complement the existing literature by evaluating fresh associations among LMC, LMX and their determinants and moderator.

Keywords

Citation

Lin, C.-P., Liu, N.-T., Chiu, C.-K., Chen, K.-J. and Lin, N.-C. (2019), "Modeling team performance from the perspective of politics and ethical leadership", Personnel Review, Vol. 48 No. 5, pp. 1357-1380. https://doi.org/10.1108/PR-07-2018-0277

Publisher

:

Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited