Team performance refers to the extent to which a team meets established objectives for quality, cost, and time (Hoegl & Gemuenden, 2001). Declaration of Conflicting InterestsThe author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. The present study provided the initial step to explore how team cognitive trust mediates the impact of transformational leadership on collective efficacy. The formation of collective efficacy by way of the impact of two types of team cognitive trust was confirmed (Hypothesis 2). What is the relationship between a transformational leadership and cognitive trust among team members? Trust in a leader was frequently found to mediate the leadership−outcome relationship in studies of leadership processes (e.g., Dirks & Ferrin, 2002; Dirks & Skarlicki, 2004; Hoyt & Blascovich, 2003; Jung & Avolio, 2000); nevertheless, different referents of trust may have different consequences in the leadership process (Dirks & Ferrin, 2002). 1 Review. Previous research has mainly focused on trust in the team leader; nevertheless, the impact of trust among team members on distal outcomes has not gained much attention. white squares represent transformational leadership characteristics. Although research on transformational leadership has consistently noted that there is an underlying process through which transformational leaders exhibit their influences on their fol - lowers’ development and ultimately facilitate team perfor- Several taxonomies for classifying leaders by style have been proposed in the literature. 47: 787 - 811 . Nurses’ perceptions of nurse leaders’ transformational leadership are positively associated with their personal accomplishment and negatively correlated with their emotional exhaustion, which are symptoms of nurse burnout. A sample item was, “My project team can find solutions to problems with its performance.” Cronbach’s alpha coefficient was = .868, which exceeded the recommended level of .7 (Nunnally, 1978). With the growing need to acquire a sustainable competitive advantage, many organizations have moved toward flattened hierarchies and self-managed teams (Antoni & Hertel, 2009). Table 2. Some society journals require you to create a personal profile, then activate your society account, You are adding the following journals to your email alerts, Did you struggle to get access to this article? That is, through team cognitive trust, transformational leadership will help foster a team’s collective efficacy and leads to the distal outcome: team performance. Cognitive trust in the team leader, however, is members’ confidence in the team leader. The team leader plays a central role in determining group performance. The transformational leadership style helps relieve nurses’ burnout symptoms. First, one author translated the original instrument into Chinese. Intellectual Stimulation: Transformational leaders not only challenge the status quo; they also encourage creativity among followers. Kanawattanachai and Yoo (2007) indicated that cognitive trust grounded in the beliefs regarding others’ ability and reliability to accomplish a task (Kanawattanachai & Yoo, 2007). AvolioTransformational leadership and organizational culture. Studies have indicated that collective efficacy has a positive impact on team performance (Gully, Beaubien, Incalcaterra, & Joshi, 2002) and that it relates to group performance in different contexts, including education (Parker, 1994), sports (Kozub & McDonnell, 2000), and organizations (Gibson, 2003). Cognitive trust in the team leader and cognitive trust among team members significantly mediated the transformational leadership−collective efficacy relationship (Hypotheses 4 and 5). For more information view the SAGE Journals Article Sharing page. In summary, this study helps to describe the two referents of cognitive trust as two separate process variables in the transformation leadership processes. Model 1 included two paths from transformational leadership (the independent variable) to cognitive trust in the team leader and cognitive trust among team members (two mediators). As depicted in Table 2, the showed t values and the corresponding z values for the Sobel test were all significant. 86-99). When a team leader displays a transformational leader style, team members will perceive a high level of team cognitive trust and therefore will be more likely to perceive to others’ ability and reliability to perform a task (Kanawattanachai & Yoo, 2007; McAllister, 1995). Sign in here to access free tools such as favourites and alerts, or to access personal subscriptions, If you have access to journal content via a university, library or employer, sign in here, Research off-campus without worrying about access issues. Burke et al. For transformational leadership, the average Rwg coefficients of charisma, inspirational motivation, intellectual stimulation, and individualized consideration were .967, .970, .968, .957, and .98, respectively. Eds. Trust in a team may include different dimensions, such as trust in the team leader and trust among members. View or download all the content the society has access to. Hypothesis 2: Cognitive trust among team members has a stronger positive effect on collective efficacy than cognitive trust in the team leader does. Martin M. Chemers and Roya Ayman. . Team Performance in a Transformational Leadership Process, Transformational Leadership and Team Performance, http://www.creativecommons.org/licenses/by/3.0/, http://www.uk.sagepub.com/aboutus/openaccess.htm, Akgün, Keskin, Byrne, and Imamoglu (2007), Gully, Beaubien, Incalcaterra, & Joshi, 2002, Podsakoff, MacKenzie, Moorman, & Fetter, 1990, Hair, Black, Babin, Anderson, & Tatham, 2006, Transformational Leadership and Job Performance: The Mediating Role of Work Engagement. Search across a wide variety of disciplines and sources: articles, theses, books, abstracts and court opinions. The path of cognitive trust among team members to collective efficacy was significant (β = 0.504, p < .01), whereas the path from cognitive trust in the team leader to collective efficacy was also significant (β = 0.338, p < .01) but smaller than the path from cognitive trust among team members to collective efficacy. Figure 2 illustrates the path coefficients of the proposed research model. Thus, Hypothesis 3 was supported. Medical trainees at all levels and their supervisors should be trained in the principles and application of transformational leadership. Second, we characterized team cognitive trust using two referents, cognitive trust in the leader and cognitive trust among team members. (1986) Transformational leadership and the falling dominoes effect (Tech. First, this study conceptualized team cognitive trust as a two-dimensional construct: cognitive trust in the team leader and cognitive trust among team members. Such a conceptualization of team cognitive trust not only broadens the boundary of team trust beyond trust “in the leader” but also closely reflects the real cognitive aspects of a team. Table 1 shows that the values of AVE were all above the threshold of .5 (Fornell & Larcker, 1981). B.M. Enacted in its authentic form, transformational leadership enhances the motivation, morale As depicted in Figure 1, the largest numbers of structural paths are two paths directed to collective efficacy, which indicated that the requirement for sample size in our proposed model should be equal to or above 20 teams. (, Kumar, N., Stern, L. W., Anderson, J. C. (, McKnight, D. H., Cummings, L. L., Cherany, N. L. (, Podsakoff, P. M., MacKenzie, S. B., Moorman, R., Fetter, R. (, Shamir, B., House, R. J., Arthur, M. B. The literature (e.g., Avolio & Bass, 1995; Podsakoff, MacKenzie, Moorman, & Fetter, 1990) has confirmed that trust in the leader is a consequence of transformational leadership because transformational leaders empower and encourage followers to make decisions, thus gaining their followers’ trust. Does shared and differentiated transformational leadership predict followers’ working conditions and well-being? Thus, Hypothesis 4 and Hypothesis 5 were supported. Hypothesis 3 tested whether the impact of a transformational leadership style on cognitive trust in the team leader is greater than its impact on cognitive trust among team members. (, Arnold, K. A., Barling, J., Kelloway, E. K. (, Braun, S., Peus, C., Weisweiler, S., Frey, D. (, Burke, C. S., Sims, D. E., Lazzara, E. H., Salas, E. (, Cheung, S. O., Ng, S. T., Lam, K. C., Yue, W. M. (, Chin, W. W., Marcolin, B. L., Newsted, P. R. (, Dvir, T., Eden, D., Avolio, B. J., Shamir, B. This research adapts six items of Hoegl and Gemuenden’s (2001) measure to assess team performance. The low response rate of 28.75% and the small sample size of 39 teams in the present study limited this possibility. Therefore an important variable in explaining why team members are willing to complete the assigned task read! In summary, this study only focused on how transformational leadership style affected collective efficacy charisma, inspirational,... Significant ( β = 0.676, p <.01 ) 1982 ) was to... 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