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

H.M. Williams, Sharon Parker, Nick Turner

Research output: Contribution to journalArticlepeer-review

86 Citations (Scopus)

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.
Original languageEnglish
Pages (from-to)301-324
JournalJournal of Occupational and Organizational Psychology
Volume83
Issue number2
DOIs
Publication statusPublished - 1 Jun 2010

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