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

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

Producción científica: Contribución a una revistaArtículo de revista revisión exhaustiva

3 Citas (Scopus)

Resumen

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.
Idioma originalInglés
Páginas (desde-hasta)802-813
Número de páginas12
PublicaciónLeadership and Organization Development Journal
Volumen43
N.º5
Fecha en línea anticipada15 jun. 2022
DOI
EstadoPublicada - 24 jun. 2022

Nota bibliográfica

Publisher Copyright:
© 2022, Emerald Publishing Limited.

Huella

Profundice en los temas de investigación de 'Collective compass to unit performance: Linking transformational leadership climate, trust and engagement'. En conjunto forman una huella única.

Citar esto