A multilevel study of group-focused and individual-focused transformational leadership, social exchange relationships, and performance in teams

Jae Uk Chun, Kyoungmin Cho, John J. Sosik

Research output: Contribution to journalArticlepeer-review

41 Scopus citations

Abstract

Using matched reports from 73 team leaders and 359 of their members across 23 companies in Korea, we examined a multilevel model where group- and individual-focused transformational leadership and their influence processes operate at the team and dyadic levels independently and interactively to be associated with team and member performance. Results indicated that group-focused transformational leadership was positively associated with team performance through team member exchange (TMX), whereas individual-focused transformational leadership positively related to team members' in-role and extra-role performance through leader-member exchange (LMX). TMX not only positively mediated the relationships between group-focused transformational leadership and member performance after controlling for LMX but also positively moderated LMX-performance relationships. Moreover, the indirect effect of individual-focused transformational leadership through LMX on member performance was contingent upon the level of TMX. Theoretical and applied implications are discussed.

Original languageEnglish (US)
Pages (from-to)374-396
Number of pages23
JournalJournal of Organizational Behavior
Volume37
Issue number3
DOIs
StatePublished - Apr 1 2016

All Science Journal Classification (ASJC) codes

  • Applied Psychology
  • Sociology and Political Science
  • Psychology(all)
  • Organizational Behavior and Human Resource Management

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