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Competitiveness of pharmaceutical companies hugely depends on new knowledge because of ever-changing technologies and forefront of knowledge. Leadership styles appear to influence knowledge management behavior, but there has been little empirical research on employees' knowledge creation behavior as an outcome of leadership. The study examines how task-oriented leadership affects subordinates' knowledge creation behavior. Based on organismic integration theory (OIT), the study proposes that perception of competitive climate and achievement motivation can conduct as mediators.

Data were collected from 877 full-time working employees in five pharmaceutical companies in China. Participants answered demographic questions and completed the task-oriented leadership, perception of competitive climate, achievement motivation, as well as knowledge creation behavior scale. Structural equation modeling was used to test the hypothesized relationships.

The results review that task-oriented leadership will significantly promote subordinates' knowledge creation behavior. Perception of competitive climate and achievement motivation play mediator roles between task-oriented leadership and subordinates knowledge creation behavior. Perception of competitive climate and achievement motivation have a serial mediating effect between task-oriented leadership and subordinates knowledge creation behavior.

By adopting a task-oriented leadership style through training and development, leaders may stimulate employees more knowledge creation behaviors by transmitting the organization's vision, clarifying their work tasks and setting relatively high-performance standards. Then, organizations should establish a competition mechanism to promote competition among employees, while also preventing malicious competition. Finally, organizations should arouse employees' achievement motivation to stimulate their internal pursuit of success and needs.

Because of the improvement of information technology and the acceleration of knowledge dissemination, the need for new knowledge is becoming more and more urgent in organizations. Knowledge, as a resource that needs to be managed in an organizational environment, has regained researchers' attention. However, a flourishing number of studies explain the organizational knowledge management from the macro level, there is a need to explore how leaders influence their subordinates to create knowledge. From the perspective of extrinsic motivation internalization, this study’s findings contribute to the literature on task-oriented leadership and knowledge creation behavior and expand our understanding of why task-oriented leadership promotes subordinates' knowledge creation behavior.

Interactive or moderation effects are normally examined using hierarchical regression analysis and the product‐term. The purpose of this paper is to test an alternative perspective of interaction, which is based on how leaders combine different leadership behaviors (i.e. task‐oriented and socio‐emotional leadership).

Data from 191 full‐time, white‐collar employees were obtained using a cross‐sectional design and a self‐administered questionnaire. Task‐oriented leadership (i.e. pressure) and socio‐emotional leadership (i.e. support) were measured using items from Misumi. Two measures were used for follower satisfaction with the leader: the satisfaction component of the job descriptive index and a single‐item measure. Satisfaction with how the leader combines leadership behaviors was measured using a single‐item measure.

The findings show that follower satisfaction with the way the leader combines task‐oriented and socio‐emotional leadership augments the effects of these two types of leadership on follower satisfaction with the leader. Non‐significant interactions were found between pressure and support using the product‐term method for examining interactions.

The paper examined only satisfaction with the leader. The sample is relatively small, consisted entirely of white‐collar employees, and the response rate is unknown. All the data were obtained from participants and hence mono‐source effects are possible.

The findings draw attention to the need to approach interactive effects more carefully and demonstrate the importance of combinative aspects of leadership style.

The paper provides an alternative view of interaction effects.

The present study explored the direct as well as indirect relationships between narcissism personality trait and performance. Two leadership styles (task oriented and authoritarian styles) were identified as possible mediators.

Narcissism was measured by using Narcissistic Personality Inventory (Ames et al., 2006), performance was measured by performance scale (Greene-Shortridge, 2008). Sinha's leadership scale (Sinha, 2008) was used to measure task-oriented and authoritarian leadership styles. 273 senior-level managers of a big public sector Indian organization participated in the study. SPSS 22 and SmartPLS 2.0 were used to analyze the data.

Correlation result shows that narcissism personality trait was positively related to authoritarian leadership style and negatively to task-oriented leadership style, task performance and teamwork dimensions of performance. Task-oriented leadership style mediated the relationship between narcissism and task performance and teamwork more than the authoritarian leadership style.

The study attempts to empirically test the behavioral manifestation of narcissism personality trait as positive or negative and has considered the whole measure of performance which has not been previously explored. Practical implications were also highlighted beside the theoretical concerns.

This study aims to investigate the relationship between shared leadership and team performance at the team level. Drawing on conservation of resources (COR) theory, the authors examine whether shared leadership is associated with team performance through team positive psychological capital (PsyCap). This study further examines whether task-oriented and relationship-oriented shared leadership affect team performance differently.

Multi-source survey data were obtained from 92 team leaders and 319 employees. An aggregation approach was used to analyze the data at the team level.

A high level of shared leadership positively influences team performance through the mediation of team PsyCap. Moreover, relationship-oriented shared leadership is positively associated with team performance through team PsyCap, while task-oriented shared leadership is negatively associated with team performance without the mediating effect of team PsyCap.

By focusing on the negative effects of task-oriented shared leadership and the positive effects of relationship-oriented shared leadership and team PsyCap on team performance, this study suggests new ways to manage team performance effectively and extends shared leadership literature.

This study applied COR theory to analyze the effect of shared leadership mediated by team PsyCap on team performance. It contributes to shared leadership literature by shedding light on the negative effects of task-oriented shared leadership and on the positive aspects of relationship-oriented shared leadership.

Infrastructure projects are pivotal for regional economic development, but also face low project effectiveness. Leadership is always regarded as a key enabler for project team effectiveness, including vertical leadership and team-level leadership. The purpose of this paper is to examine how vertical leadership facilitates shared leadership in infrastructure project teams.

This paper develops the conceptual model based on the literature review. Then the questionnaire survey was conducted. The empirical data obtained from 117 infrastructure project teams in China were analyzed by partial least squares structural equation modeling (PLS-SEM) for validating the proposed model. Finally, the results were comparatively discussed to explain the dual-pathway between vertical leadership and shared leadership. And the practical implications were presented for the project managers in infrastructure project teams.

Drawing on social learning theory and social cognitive theory, the results show that both participative leadership and task-oriented leadership can facilitate shared leadership. Further, team atmosphere fully mediates the link between participative leadership and shared leadership. Team efficacy fully mediates the relation between task-oriented leadership and shared leadership. Also, role clarity has a negative moderating effect on the former path.

The study extends the knowledge of leadership theory in the construction field. Based on the proposed conceptual model and PLS-SEM results, this study unveils the black box between vertical leadership and shared leadership and contributes to the theory of leadership on how the impact of different vertical leadership on team process promotes shared leadership.

In this paper, we examined managers’leadership behavior when working on a simulated team project regarding task-oriented versus relationship-oriented leadership behavior to effectively achieve successful project completion.Managers attending an advanced project management development program responded to the Fielder Leadership Behavior Style Self-Assessment, which is a useful framework to determine task-orientedversus relationship-oriented leadership behavioral styles.The degree oftask-oriented versus relationship- oriented leadership behavior styles was assessedto determine the approach taken by the managers forachievingsuccessfulprojectcompletion.APearson’schi-squaretestwasconductedtodeterminewhether the observed values were significantly different from an expected value of five.The findings can contribute to better understanding the leadership styles, which characterize project management accomplishment.

The purpose of this paper is to investigate the effect of emotional intelligence (EI) and achievement motivation (AM) on elementary school principals’ leadership styles. This study investigates the contribution of EI and AM on the two major leadership categories: the task-oriented and relationship-oriented leadership.

This paper is a quantitative study with the implementation of correlation and hierarchical regression analysis. The surveys (i.e. EI scale, AM scale, leadership style questionnaire) were sent randomly to 280 elementary school principals in South Sulawesi, Indonesia, and 90 of them completed the survey (mostly male=77.78 percent).

Principals’ EI significantly predicted both task-oriented and relationship-oriented leadership. In contrast, the principals’ AM yielded non-significant results in predicting both task-oriented and relationship-oriented leadership style. The results also suggested that the effect of EI on two major leadership styles (i.e. task- and relationship-orientation) outperformed the leader’s AM.

This study did not consider the principals’ performance in the analysis. Future studies should also address this issue by considering leadership performance as well as different culture and context. On the other hand, the authors developed new measures rather than using preexisting measures. Although the measures have been constructed according to the scale construction principles and reached an acceptable standard, future research should advance the psychometric property of the scales.

This study discusses the effect of EI and AM on task- and relationship-orientation leadership. In addition, this study has also brought a new insight into understanding leadership styles in collective culture such as Indonesia.

The purpose of this paper is to investigate the roles of online leadership in open collaborative innovation success by extending functional leadership theory in the context of open source projects.

This study uses negative binomial regression models to empirically test the proposed hypotheses with samples of blockchain open source projects on GitHub.

The results indicate that task-oriented leadership behaviors in forms of technical contributions have little influence on open collaborative innovation success; relation-oriented leadership behaviors embedded in internal social capital and external social capital contribute to open collaborative innovation success prominently. Furthermore, the joint effects of technical contributions, internal social capital and community commitment with openness orientation are positively significant on open collaborative innovation success, respectively.

For leaders and participants of open collaborative innovation projects, they should attach importance to both leadership behaviors and the joint effects with openness orientation so as to make informed decisions.

This study offers a new fine-grained framework of open collaborative innovation success by investigating specific dimensions of task-oriented and relation-orientated leadership behaviors, as well as their joint effects with openness orientation.

This paper aims to carry out a study on the combined effects of leadership styles and human resource management (HRM) practices on employee performance. Based on configurational theory, this study integrates task-oriented leadership, relations-oriented leadership, change-oriented leadership and human resource hygiene practices (HRHPs) and human resource motivation practices (HRMPs) to detect distinct configurations of leadership styles and HRM practices that may lead to high and not-high employee performance.

Fuzzy-set qualitative comparative analysis (fsQCA) was adopted to identify the configurations of conditions associated with the outcome, with data obtained from 108 employees and 32 line-managers in China through structured interview and questionnaire survey.

The results show that there are five sufficient configurations for the presence of high employee performance and three for performance's absence. Relation-oriented leadership, HRMPs and enterprise property are more important conditions to employee performance than others. Furthermore, no single condition constitutes a necessary condition for causing the high or not-high employee performance.

Compared to previous studies that mainly focused on linear relationships, this study applies the fsQCA method to explore how matching different leadership styles and HRM practices could bring about high and not-high employee performance, which provides evidence for the three propositions of “multiple conjunctural causation,” “equifinality” and “asymmetry.”

The purpose of this paper is to examine a model linking directive and supportive leadership to group-level helping behaviors via group-level perceived organizational support (GPOS) and collective affective commitment (CAC).

Using data from 115 business units of an international retailer, the authors tested and compared the theoretical model against more parsimonious solutions using χ² difference tests. The hypotheses were examined within a structural model.

The results show that GPOS acts as a mediator in the relationship between leadership behaviors and CAC and between directive leadership and group-level helping behaviors. Supportive leadership is directly related to CAC and group-level helping behaviors.

Implications of these findings for research on supportive and directive leadership are discussed.

This paper proposed a model that examined intermediate linkages between directive and supportive leadership and group-level helping behaviors. In doing so, the authors provide a preliminary response to recent calls for examination of mediators of task-oriented and relations-oriented leadership effects (Judge et al., 2004).