Skip to main content

LEADERSHIP IN ACTION TEAMS: TEAM LEADER AND MEMBERS’ AUTHENTICITY, AUTHENTICITY STRENGTH, AND TEAM OUTCOMES

Buy Article:

$43.00 plus tax (Refund Policy)

A field study was conducted with 47 Army action teams spanning 9 weeks to assess the influence of team leader authenticity on team authenticity and team outcomes. Results showed that team leader authenticity at Time 1 predicted teamwork behavior and team productivity at Time 3, with these relationships mediated by team authenticity at Time 2. We further explored the moderating role of authenticity strength in the team authenticity–teamwork behavior relationship. Team authenticity interacted with authenticity strength such that the team authenticity–teamwork behavior relationship was stronger when authenticity strength was higher rather than lower. Implications of these findings for theories of shared leadership, team leadership, and authentic leadership are discussed.
No References
No Citations
No Supplementary Data
No Article Media
No Metrics

Document Type: Research Article

Affiliations: 1: Center for the Army Profession and Ethic 2: W. P. Carey School of BusinessArizona State University 3: Department of Management Texas A&M - Central Texas

Publication date: 2011-09-01

  • Access Key
  • Free content
  • Partial Free content
  • New content
  • Open access content
  • Partial Open access content
  • Subscribed content
  • Partial Subscribed content
  • Free trial content
Cookie Policy
X
Cookie Policy
Ingenta Connect website makes use of cookies so as to keep track of data that you have filled in. I am Happy with this Find out more