Transformational leadership in work groups

The role of empowerment, cohesiveness, and collective-efficacy on perceived group performance

Dong I. Jung, John Joseph Sosik

Research output: Contribution to journalArticle

274 Citations (Scopus)

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 - Jan 1 2002

Fingerprint

Least-Squares Analysis
Research
Power (Psychology)

All Science Journal Classification (ASJC) codes

  • Social Psychology
  • Applied Psychology

Cite this

@article{d97271b00d7f40a1aec7f2564a044e07,
title = "Transformational leadership in work groups: The role of empowerment, cohesiveness, and collective-efficacy on perceived group performance",
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.",
author = "Jung, {Dong I.} and Sosik, {John Joseph}",
year = "2002",
month = "1",
day = "1",
doi = "10.1177/10496402033003002",
language = "English (US)",
volume = "33",
pages = "313--336",
journal = "Small Group Research",
issn = "1046-4964",
publisher = "SAGE Publications Inc.",
number = "3",

}

TY - JOUR

T1 - Transformational leadership in work groups

T2 - The role of empowerment, cohesiveness, and collective-efficacy on perceived group performance

AU - Jung, Dong I.

AU - Sosik, John Joseph

PY - 2002/1/1

Y1 - 2002/1/1

N2 - 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.

AB - 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.

UR - http://www.scopus.com/inward/record.url?scp=0036107453&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0036107453&partnerID=8YFLogxK

U2 - 10.1177/10496402033003002

DO - 10.1177/10496402033003002

M3 - Article

VL - 33

SP - 313

EP - 336

JO - Small Group Research

JF - Small Group Research

SN - 1046-4964

IS - 3

ER -