Transformational leadership in work groups: The role of empowerment, cohesiveness, and collective-efficacy on perceived group performance

Dong I. Jung, John J. Sosik

Research output: Contribution to journalArticle

296 Scopus citations

Abstract

It has been argued that transformational leaders increase group effectiveness by empowering followers to perform their job independently from the leader, highlight the importance of cooperation in performing collective tasks, and realign followers' values to create a more cohesive group. A study was conducted to examine whether transformational leadership would be positively related to followers' perceptions of empowerment, group cohesiveness, and effectiveness. Forty-seven groups from four Korean firms participated in this study. Results of partial least squares analysis indicated that transformational leadership was positively related to empowerment, group cohesiveness, and group effectiveness. Empowerment was positively related to collective-efficacy, which in turn was positively related to group members' perceived group effectiveness. Implications for research and practice are discussed.

Original languageEnglish (US)
Pages (from-to)313-336
Number of pages24
JournalSmall Group Research
Volume33
Issue number3
DOIs
StatePublished - Jun 2002

All Science Journal Classification (ASJC) codes

  • Social Psychology
  • Applied Psychology

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