CONSEQUENCES OF DIFFERENTIATED LEADERSHIP IN GROUPS

This study addressed the unresolved issue of how differentiated leadership (leaders treating individuals within a group differently) affects group effectiveness. We developed and tested a group-level model involving group-focused and individual-focused leadership using three-phased survey data from...

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Bibliographic Details
Published in:Academy of Management journal 2010-02, Vol.53 (1), p.90-106
Main Authors: WU, JOSHUA B., TSUI, ANNE S., KINICKI, ANGELO J.
Format: Article
Language:English
Subjects:
Applied psychology
Banduras
Demography
Effectiveness studies
Group dynamics
Group performance
Impact analysis
Individualization
Intragroup relations
Leadership
Management science
Management styles
Modeling
Self concept
Self efficacy
Studies
Survey data
Teamwork
Viability
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Summary:This study addressed the unresolved issue of how differentiated leadership (leaders treating individuals within a group differently) affects group effectiveness. We developed and tested a group-level model involving group-focused and individual-focused leadership using three-phased survey data from 70 work groups in eight companies. Results showed that differentiated leadership within groups diminished group effectiveness through creating divergence in leader identification and member self-efficacy and lower group collective efficacy. At the same time, group-focused leadership facilitated group identification and collective efficacy, which positively contributed to group effectiveness. We discuss theoretical and managerial implications of the potential cost of differentiated leadership behaviors in groups.
ISSN:0001-4273
1948-0989
DOI:10.5465/AMJ.2010.48037079