By continuing to browse Hypothesis 5: A transformational leadership will have an indirect positive effect, mediated through cognitive trust among team members on collective efficacy. Members of _ can log in with their society credentials below, Huey-Wen Chou, Yu-Hsun Lin, Hsiu-Hua Chang, and Wen-Wei Chuang, This article is distributed under the terms of the Creative Commons Attribution 3.0 License (. Effectiveness refers to the degree to which the team meets expectations regarding the quality of the outcome. Each question was measured on a 5-point Likert-type scale (from 1 = strongly disagree to 5 = strongly agree). The items wordings were refined to adapt to the team’s context. Hypothesis 2: Cognitive trust among team members has a stronger positive effect on collective efficacy than cognitive trust in the team leader does. As discussed earlier, transformational leadership would help to foster team cognitive trust, which in turn would positively leverage collective efficacy. Five items were measured on a 5-point Likert-type scale (from 1 = strongly disagree to 5 = strongly agree). Chipunza and Gwarinda (2010) studied how the transformational leadership model impacted employees of two institutions of higher education in South Africa involved in a … Cognitive trust in the team leader, however, is members’ confidence in the team leader. FundingThe author(s) received no financial support for the research and/or authorship of this article. Hypothesis 1 examined the association between collective efficacy and team performance. The findings confirmed that two distinct constructs of team cognitive trust can be empirically classified, and the development of collective efficacy is largely dependent on cognitive trust among team members. Although leadership is frequently proposed as a key aspect of management in the public sector, we continue to debate how much it matters given the constraining environment of the public sector (Rainey 2009, 314). ... Google Scholar 6. Accumulated literatures have evidenced the causal linkage between transformational leadership and team cognitive trust (e.g., Zhu et al., 2013). Transformational Leadership in India Developing and Validating a New Scale Using Grounded Theory Approach N Singh, VR Krishnan International Journal of Cross Cultural Management 7 (2), 219-236 , 2007 Google Scholar Google Scholar | Crossref | ISI The PLS approach is suitable for research with a small sample size (Chin, Marcolin, & Newsted, 2003). The inquiry regarding how transformational leadership and team cognitive trust affect collective efficacy and therefore affects team performance has not been well understood in previous research. The email address and/or password entered does not match our records, please check and try again. Kanawattanachai and Yoo (2007) indicated that cognitive trust grounded in the beliefs regarding others’ ability and reliability to accomplish a task (Kanawattanachai & Yoo, 2007). Team cognitive trust therefore may play a mediating role in the relation between transformational leadership and collective efficacy. Walumbwa et al. The present study therefore proposes a research framework with the aim of investigating the tangled relationships between transformational leadership, collective efficacy, team cognitive trust, and team performance in project team settings. Some may even argue that—led by President Joseph Aoun—Northeastern University is operating under a transformational leadership model. . In other words, the impact path from transformational leadership to team performance is by way of team cognitive trust and collective efficacy. Google Scholar; Despite changing immigration policies, the number and representation of internationally educated nurses from India in the US nursing workforce increased substantially in 2008 to become the third largest group of internationally educated nurses in America. When a team leader displays a transformational leader style, team members will perceive a high level of team cognitive trust and therefore will be more likely to perceive to others’ ability and reliability to perform a task (Kanawattanachai & Yoo, 2007; McAllister, 1995). “Transformational Leadership: A Response to Critiques.” InLeadership Theory and Research: Perspectives and Directives. The Results for Testing Mediating Effect. Martin M. Chemers and Roya Ayman. The path of cognitive trust among team members to collective efficacy was significant (β = 0.504, p < .01), whereas the path from cognitive trust in the team leader to collective efficacy was also significant (β = 0.338, p < .01) but smaller than the path from cognitive trust among team members to collective efficacy. Transformational leadership and psychological well-being: the mediating role of meaningful work. The transformational leadership model has been studied and applied to organizations such as schools, the military, hospitals, and banks. The significant impact of collective efficacy on team performance (Hypothesis 1) was consistent with prior research findings (Gully et al., 2002; Tasa et al., 2007). Collective efficacy involves individuals’ perceptions regarding the group’s performance capability (Kozub & McDonnell, 2000). Yu-Hsun Lin is an Assistant Professor at the Department of Business Management, Ming Chi University of Technology in Taiwan. Therefore, Hypothesis 2 was supported. A sample item of effectiveness was, “From the company’s perspective, all project goals were achieved.” A sample item of efficiency was, “From the company’s perspective, one could be satisfied with how the project progressed.” The value of Cronbach’s alpha was = .939, which exceeded the threshold of .7 (Nunnally, 1978). Given that team cognitive trust is likely to be the (or a) consequence of transformational leadership and the antecedent of collective efficacy, this study argues that the impact of transformational leadership on collective efficacy is likely to come from its mediating effect via team cognitive trust. The team leader plays a central role in determining group performance. Intellectual Stimulation: Transformational leaders not only challenge the status quo; they also encourage creativity among followers. Google Scholar. B.M. Leadership is “the process of influencing individuals or groups so as to achieve group goals” (Hoyt & Blascovich, 2003, p. 679). The literature (e.g., Avolio & Bass, 1995; Podsakoff, MacKenzie, Moorman, & Fetter, 1990) has confirmed that trust in the leader is a consequence of transformational leadership because transformational leaders empower and encourage followers to make decisions, thus gaining their followers’ trust. Table 1 shows that the values of AVE were all above the threshold of .5 (Fornell & Larcker, 1981). Her primary research interest is in the learning and usage of the enterprise resource planning (ERP) system. Yu, H., Leithwood, K., & Jantzi, D. (2002). (. Does shared and differentiated transformational leadership predict followers’ working conditions and well-being? Please read and accept the terms and conditions and check the box to generate a sharing link. Transformational Leadership is a style first described by American historian and political scientist James MacGregor Burns in his 1978 book Leadership and expanded on during the 1980s by fellow scholar Bernard M. Bass. They suggested that mutual trust among team members will facilitate team members to collaborate more effectively. Specifically, cognitive trust in team leader and cognitive trust among team member mediated the impact of transformational leadership on collective efficacy which, in turn, led to better team performance. The original instrument adopted in this study is the English version, and therefore a panel of experts including authors was responsible for translating the instrument into Chinese. Therefore, exploring the impact of team cognitive trust, such as cognitive trust among team members, is a must for researchers to obtain a more complete understanding of the team-based working relationships. As shown in Table 1, the composite reliability coefficients were all above .6, as suggested by Fornell and Larcker (1981). Manuscript content on this site is licensed under Creative Commons Licenses. — and Bruce J. Avolio. The transactional and transformational theories of leadership developed by Burns (1978) and Bass (1985) ... Google Scholar; Bass B. M. , Waldman D. A. , Avolio B. J. Few studies have addressed this question. Companies that have thrived under transformational leadership include many of the most famous names in our culture today, including Apple, IBM, Microsoft, Walmart, and Google. Aucun commentaire n'a été trouvé aux emplacements habituels. The sample size of this study is 46 samples and therefore satisfies the requirement. Fourth, this study only focused on how transformational leadership is associated with selected group variables, including cognitive trust and collective efficacy. Transformational and transactional leadership styles focus on the relationship between leaders and employees and in return influence the level of success of an organization. What is the relationship between a transformational leadership and cognitive trust among team members? The implications of transactional and transformational leadership for individual, team, and organizational development BM Bass, BJ Avolio Research in organizational change and development 4 … Research on project management found that trust is likely to be an antecedent of collective efficacy. Several taxonomies for classifying leaders by style have been proposed in the literature. Respondents were asked to judge each statement in terms of their team leader’s overall leadership behavior based on their experiences in that specific team. Simply select your manager software from the list below and click on download. Such a conceptualization of team cognitive trust not only broadens the boundary of team trust beyond trust “in the leader” but also closely reflects the real cognitive aspects of a team. The effects of transformational leadership on teachers’ commitment to change in Hongkong. When individuals hold strong collective efficacy, they are likely to devote more effort to achieving goals (Bandura, 1986). The generalizability to different contexts, such as an educational context or a sporting context, should be assumed with caution in future research. Consistent with Burke et al.’s (2007) framework, our findings empirically confirmed that team cognitive trust under the transformational leadership process was related to proximal outcomes (collective efficacy) and distal outcomes (team performance). Cronbach’s alpha and composite reliability were used to examine reliability. They found that transformational leadership affects team performance through value congruence and trust. Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference? Burke et al. Five items measuring collective efficacy was adapted from Jung and Sosik (2002). Although cognitive trust among team members was more closely related to proximal collective efficacy than cognitive trust in the team leader was, the factors that foster the development of cognitive trust among team members remain scantly explored in the transformational leadership literature and deserve more attention in future research. Cognitive trust in the team leader and cognitive trust among team members significantly mediated the transformational leadership−collective efficacy relationship (Hypotheses 4 and 5). Finally, multilevel investigations of the transformational leadership into the team development process and follower outcomes have received many attentions recently (e.g., Nielsen & Daniels, 2012; Wang & Howell, 2012). Taiwan’s NHI system is one of the most successful health care models for countries around the globe. His current research interests include: team innovation, team learning, and internet research. Recent studies on group research have highlighted the development of cognitive trust and affective trust in the team process (Webber, 2008; Zhu et al., 2013). Transformational leadership style affected collective efficacy by way of cognitive trust in the team leader and cognitive trust among team members. Link , Google Scholar Declaration of Conflicting InterestsThe author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. Some limitations remain, and future implications are described as follows. For more information view the SAGE Journals Article Sharing page. 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