Teams' reactions to conflict and teams' task social outcomes : the moderating role of transformational and emotional leadership
By: AYOKO, Oluremi B
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Contributor(s): CALLAN, Victor J.
Material type: 
ArticlePublisher: Oxford : Elsevier, june 2010Subject(s): Liderança | Inteligência Emocional | Equipe | Gestão de ConflitosEuropean Management Journal 28, 3, p. 220-235Abstract: This research examines the impact of various leadership behaviours on outcomes in 97 teams. In particular, the research applied the frameworks used from studies of transformational leadership and emotional leadership to examine the impact of specific features of team leader style in determining team performance, as well as influencing social outcomes for team members. Leader behaviours that involved higher levels of emotional management were strongly related to improved levels of task performance. Results also revealed that higher levels of inspiration and communication of vision by leaders were directly associated with lower levels of bullying by team members. The findings were discussed in terms of the important role that leaders need to play in managing conflict, emotions and their consequences for team performance
This research examines the impact of various leadership behaviours on outcomes in 97 teams. In particular, the research applied the frameworks used from studies of transformational leadership and emotional leadership to examine the impact of specific features of team leader style in determining team performance, as well as influencing social outcomes for team members. Leader behaviours that involved higher levels of emotional management were strongly related to improved levels of task performance. Results also revealed that higher levels of inspiration and communication of vision by leaders were directly associated with lower levels of bullying by team members. The findings were discussed in terms of the important role that leaders need to play in managing conflict, emotions and their consequences for team performance
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