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Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality.

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Title: Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality.
Authors: Klaic, Anamarija, Burtscher, Michael Josef, Jonas, Klaus
Source: Journal of Occupational & Organizational Psychology. Dec2020, Vol. 93 Issue 4, p942-966. 25p. 1 Diagram, 3 Charts.
Subjects: Communication, Corporate culture, Diffusion of innovations, Leadership, Learning, Teams in the workplace, Management styles, Peer relations, Team building
Abstract: Team innovation is an important factor for organizational effectiveness. However, fostering innovation in teams remains a major challenge for team leaders. In particular, we still have an incomplete understanding of (1) the effects of team‐centric leadership and (2) the role of teamwork for the relationship between leadership and innovation and learning. Integrating team‐centric transformational leadership and the teamwork quality (TWQ) model with frameworks for team innovation, the current study addresses this issue. Specifically, we investigated TWQ as a team‐level mediator of the relationship between team‐centric transformational leadership, team innovation, and individual members' learning. We tested our hypotheses using lagged, multi‐source data from a sample of 79 scientific teams. Our findings show that team‐centric transformational leadership is positively related to both team innovation and individual members' learning. Furthermore, the positive relationship between team‐centric transformational leadership and learning is mediated by specific aspects of TWQ. Our study helps to clarify the processes underlying the effects of team‐centric leadership on innovation and learning. Practitioner points: Innovation and learning are crucial drivers of success in organizations in knowledge‐intensive industries such as science. Transformational leadership is a key factor for enhancing innovation and learning in scientific teams.By engaging in team‐centric transformational leadership behaviours including emphasizing group identity, communicating a group vision, and fostering team‐building, scientific team leaders can improve innovation and learningHowever, leaders of scientific teams should also be aware of potential negative effects of high team cohesion on team innovation, because it may undermine divergent thinking and critical discussions in teams. [ABSTRACT FROM AUTHOR]
Copyright of Journal of Occupational & Organizational Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Psychology and Behavioral Sciences Collection
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  Data: Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality.
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  Data: Team innovation is an important factor for organizational effectiveness. However, fostering innovation in teams remains a major challenge for team leaders. In particular, we still have an incomplete understanding of (1) the effects of team‐centric leadership and (2) the role of teamwork for the relationship between leadership and innovation and learning. Integrating team‐centric transformational leadership and the teamwork quality (TWQ) model with frameworks for team innovation, the current study addresses this issue. Specifically, we investigated TWQ as a team‐level mediator of the relationship between team‐centric transformational leadership, team innovation, and individual members' learning. We tested our hypotheses using lagged, multi‐source data from a sample of 79 scientific teams. Our findings show that team‐centric transformational leadership is positively related to both team innovation and individual members' learning. Furthermore, the positive relationship between team‐centric transformational leadership and learning is mediated by specific aspects of TWQ. Our study helps to clarify the processes underlying the effects of team‐centric leadership on innovation and learning. Practitioner points: Innovation and learning are crucial drivers of success in organizations in knowledge‐intensive industries such as science. Transformational leadership is a key factor for enhancing innovation and learning in scientific teams.By engaging in team‐centric transformational leadership behaviours including emphasizing group identity, communicating a group vision, and fostering team‐building, scientific team leaders can improve innovation and learningHowever, leaders of scientific teams should also be aware of potential negative effects of high team cohesion on team innovation, because it may undermine divergent thinking and critical discussions in teams. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Journal of Occupational & Organizational Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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              Text: Dec2020
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