The effects of leadership and leader reputation on team performance

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dc.contributor.advisorSims, Henry Pen_US
dc.contributor.advisorPearsall, Matthew Jen_US
dc.contributor.authorLorinkova, Nataliaen_US
dc.contributor.departmentBusiness and Management: Management & Organizationen_US
dc.contributor.publisherDigital Repository at the University of Marylanden_US
dc.contributor.publisherUniversity of Maryland (College Park, Md.)en_US
dc.date.accessioned2010-10-07T06:02:02Z
dc.date.available2010-10-07T06:02:02Z
dc.date.issued2010en_US
dc.description.abstractThe effects of two distinct types of leadership - empowering and directive - have remained under-explored, with research providing inconclusive results about their effectiveness in teams. The purpose of the current study was to shed some light on this ambiguity by exploring whether directive or empowering leadership is superior in predicting team performance for new teams, faced with a learning task. Additionally, this study attempted to explain the mediating mechanisms that might translate the effect of leadership on team performance, and to explore how leader reputation may act as an additional influence mechanism in teams. Results from 60 five-person teams, engaged in a team-based, decision making simulation, provided support for the positive effect of empowering leadership on team performance and some evidence for the unique role of leader reputation in teams led by a directive leader. Theoretical and practical implications conclude this study.en_US
dc.identifier.urihttp://hdl.handle.net/1903/10905
dc.subject.pqcontrolledBusiness Administration, Managementen_US
dc.subject.pquncontrolledleader reputationen_US
dc.subject.pquncontrolledleadershipen_US
dc.subject.pquncontrolledteam performanceen_US
dc.titleThe effects of leadership and leader reputation on team performanceen_US
dc.typeDissertationen_US

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