Consequences of differentiated leadership in groups

Citation

Tsui, A.S. (2010), "Consequences of differentiated leadership in groups", Development and Learning in Organizations, Vol. 24 No. 5. https://doi.org/10.1108/dlo.2010.08124ead.005

Consequences of differentiated leadership in groups

Article Type: Abstracts From: Development and Learning in Organizations, Volume 24, Issue 5

Tsui A.S., , Kinicki A.J. and Wu J.B.Academy of Management Journal (USA), February 2010, Vol. 53 No. 1, Start page: 90, No. of pages: 17

Addresses an 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 discussed theoretical and managerial implications of the potential cost of differentiated leadership behaviors in groups. Article type: Research paper ISSN: 0001-4273 Reference: 39AL515

Keywords: Group dynamics, Leadership, Team performance