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1、Leadershipteamcohesivenessandteamperformance----管理论文-->LeadershipteamcohesivenessandteamperformanceAbstractPurpose–Toexamineleadershipstyle(transactionalversustransformational),knocohesivenessasantecedentsofteamperformance.Design/methodology/approach–Thestudyon
2、gstudentsstudyingforanMBA.The252participantstudentsulationcourseingteamsofaboutsixmembers.Eachteamrepresentedthemanagementofonefirmthatpetedationalleadershipcohesiveness,asparedtotransactionalleadership.Bothknocohesivenesspredictteamperformance,particularlyamon
3、gmen.Researchlimitations/implications–Thestudentsamplemaynotnecessarilyrepresentresponsesfromameasurementperspective,thereliabilityoftheoneitemscaleofleadershipcouldnotbeascertained.Practicalimplications–Forimprovingteamperformance,amanagershouldenhanceteamknoc
4、ohesiveness.Originality/value–Usingasimulatedresearchdesign,leadershipstyle,anantecedentassociatedance,performance.Keyperformance,Transationalleadership,Transformationalleadership,GenderPapertypeResearchpaperIntroductionAsance,groupperformanceisavitaldeterminan
5、tandfrequentlyusedindicatoroforganizationaloute.DeNisi(2000)arguesthatthereisabeliefamongmanagersandthepublicthatimprovingperformanceajoremphasisofperformanceresearchhasbeenonidentifyingantecedentsandhoeasures(Visilarly,forteams,researchershaveaskedgetstogether
6、inanorganizationalframeance(Cookeetal.,2003).Usingmeasuresofteamperformanceasthecriteria,thepresentstudyexaminestheinteractiveeffectsofthreesuchvariables,leadership,ance,knocohesiveness.Inaddition,gender,oderatorofperformance,odel.Overthepastdecadeorso,organiza
7、tionshavebeguntouseteamstoamuchgreaterextent(DeShonetal.,2004).Thus,anresourcespersonnelber-onepriority,theyansakeitajorissueforthem(Roomkinetal.,1998).-->Inaprehensiverevieusage,Sundstrometal.(2000)foundthatthesurgeofproduction,service,management,andprojects.A
8、sidefrommanagement’sperspective,theresearcher’sfocusontheprocesshasledtomanyneakeupofateamthatislikelytoachieveorganizationalgoals.Forexample,Bealetal.(2003)arguethatoneofth
