Collective compass to unit performance: Linking transformational leadership climate, trust and engagement

Rachel Gabel Shemueli, Shay Tzafrir, Berlan Rodriguez Perez, Danae Bahamonde, Guy Enosh

Research output: Contribution to journalArticle in a journalpeer-review

1 Scopus citations

Abstract

Purpose: The purpose of the study is to examine how shared perceptions of collective behaviors, such as transformational leadership climate (TLC), collective trust and collective engagement, affect unit performance. Design/methodology/approach: The sample consisted of 450 employees in 74 agencies of a financial organization, using measurements at the collective team level. Multiple structural equation modeling analyses were used to test the hypotheses. Findings: The relationship between TLC and unit performance was sequentially mediated by collective trust and collective engagement. Originality/value: This study highlights how employees' shared perceptions of different team characteristics can affect the overall functioning and performance of an organization.
Original languageEnglish
Pages (from-to)802-813
Number of pages12
JournalLeadership and Organization Development Journal
Volume43
Issue number5
Early online date15 Jun 2022
DOIs
StatePublished - 24 Jun 2022

Bibliographical note

Publisher Copyright:
© 2022, Emerald Publishing Limited.

Keywords

  • Collective engagement
  • Collective trust
  • Transformational leadership climate
  • Unit performance

Fingerprint

Dive into the research topics of 'Collective compass to unit performance: Linking transformational leadership climate, trust and engagement'. Together they form a unique fingerprint.

Cite this