Proactively performing teams: The role of work design, transformational leadership, and team composition

Williams, Helen M., Parker, Sharon K. and Turner, Nick 2010. Proactively performing teams: The role of work design, transformational leadership, and team composition. Journal of Occupational and Organizational Psychology 83 (2) , pp. 301-324. 10.1348/096317910X502494

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Abstract

This study investigated the determinants of team proactive performance amongst 43 shift teams from a UK chemical processing plant. Using external ratings of team proactive performance, the study found that the most proactive teams were those with higher levels of self‐management, transformational team leaders, and a higher‐than‐average level of proactive personality. The relationship between transformational leadership and team proactive performance was mediated by favourable interpersonal norms. In addition, lower diversity of proactive personality amongst team members had an indirect association with team proactive performance via its negative effect on favourable interpersonal norms.

Item Type:	Article
Date Type:	Published Online
Status:	Published
Schools:	Business (Including Economics)
Publisher:	Wiley
ISBN:	09631798
ISSN:	0963-1798
Last Modified:	16 Nov 2020 13:45
URI:	https://orca.cardiff.ac.uk/id/eprint/136328

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