Abstract
Although the importance of leadership for innovation processes has been acknowledged, the understanding of the relationships between leadership styles and levels of innovation in work teams is still limited. This study among team managers and team members of 133 Spanish bank branches (i.e., work teams) investigated whether the influence of charismatic leadership on work team innovative behavior comes about via team potency, and whether the relationship between charismatic leadership and team potency is moderated by the level of task interdependence within the team. Data were collected at three different time points. Results of structural equation modeling showed that only at high levels of task interdependence, team managers’ charismatic leadership at time 1 was significantly positively related to an increase in team potency at time 2, which in turn was positively related to manager ratings of their work teams’ innovative behavior at time 3. This means that only at high levels of task interdependence, charismatic leadership had a significant indirect effect on team innovative behavior via team potency. Thus, our study sheds light on the boundary conditions of this effect.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
Change history
07 January 2020
A Correction to this paper has been published: https://doi.org/10.1007/s10869-019-09674-3
References
Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage.
Amabile, T. M. (1988). A model of creativity and innovation in organizations. Research in Organizational Behavior, 10, 123–167.
Anderson, N., Potocnik, K., & Zhou, J. (2014). Innovation and creativity in organizations: A state-of-the science review, prospective commentary, and guiding framework. Journal of Management, 40, 1297–1333. https://doi.org/10.1177/0149206314527128.
Anderson, N. R., de Dreu, C. K. W., & Nijstad, B. A. (2004). The routinization of innovation research: A constructively critical review of the state-of-the-science. Journal of Organizational Behavior, 25, 147–174. https://doi.org/10.1002/job.236.
Anderson, N. R., & West, M. A. (1998). Measuring climate for work group innovation: Development and validation of the Team Climate Inventory. Journal of Organizational Behavior, 19, 235–258. https://doi.org/10.1002/job.236.
Axtell, C., Holman, D., & Wall, T. (2006). Promoting innovation: A change study. Journal of Occupational and Organizational Psychology, 79, 509–516. https://doi.org/10.1348/096317905X68240.
Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99, 274–284. https://doi.org/10.1037/0022-0663.99.2.274.
Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall.
Bandura, A. (1997). Self-efficacy: The exercise of control. New York: Freeman.
Bantel, K. A., & Jackson, S. E. (1989). Top management and innovations in banking: Does the composition of the top team make a difference? Strategic Management Journal, 10, 107–124. https://doi.org/10.1002/smj.4250100709.
Bashshur, M. R., Hernandez, A., & Gonzalez-Roma, V. (2011). When managers and their teams disagree: A longitudinal look at the consequences of differences in perceptions of organizational support. Journal of Applied Psychology, 96, 558–573. https://doi.org/10.1037/a0022675.
Bass, B. M., & Avolio, B. J. (1995). Multifactor Leadership Questionnaire. Palo Alto CA: Mind Garden.
Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions and new directions (pp. 349–381). San Francisco: Jossey-Bass.
Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E., & Halpin, S. M. (2006). What type of leadership behaviors are functional in teams? A meta-analysis. The Leadership Quarterly, 17, 288–307. https://doi.org/10.1016/j.leaqua.2006.02.007.
Caldwell, D., & O’Reilly, C. A. (2003). The determinants of team-based innovation in organizations: The role of social influence. Small Group Research, 34, 497–517. https://doi.org/10.1177/1046496403254395.
Camisón-Zornoza, C., Lapiedra-Alcamí, R., Segarra-Ciprés, M., & Boronat-Navarro, M. (2004). A meta-analysis of innovation and organizational size. Organization Studies, 25, 331–361. 10.1177/0170840604040039.
Campion, M. A., Medsker, G. J., & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, 823–850. https://doi.org/10.1111/j.1744-6570.1993.tb01571.x.
Ceri-Booms, M., Curseu, P. L., & Oerlemans, L. A. G. (2017). Task- and person-focused leadership behaviors and team performance: A meta-analysis. Human Resource Management Review, 27, 178–192. https://doi.org/10.1016/j.hrmr.2016.09.010.
Chan, D. (1998). Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. Journal of Applied Psychology, 83, 234–246. https://doi.org/10.1037/0021-9010.83.2.234.
Cohen, A., Doveh, E., & Nahum-Shani, I. (2009). Testing agreement for multi-item scales with the indices rWG(J) and ADM(J). Organizational Research Methods, 12, 148–164. https://doi.org/10.1177/1094428107300365.
Collins, C. G., & Parker, S. K. (2010). Team capability beliefs over time: Distinguishing between team potency, team outcome efficacy, and team process efficacy. Journal of Occupational and Organizational Psychology, 83, 1003–1023. https://doi.org/10.1348/096317909X484271.
Conger, J. A., & Kanungo, R. N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637–647. https://doi.org/10.2307/258069.
Cortina, J. M., Chen, G., & Dunlap, W. P. (2001). Testing interaction effects in LISREL: Examination and illustration of available procedures. Organizational Research Methods, 4, 324–360. https://doi.org/10.1177/109442810144002.
Curral, L. A., Forrester, R. H., Dawson, J., & West, M. (2001). It’s what you do and the way that you do it: Team task, team size, and innovation-related group processes. European Journal of Work and Organizational Psychology, 10, 187–204. https://doi.org/10.1080/13594320143000627.
D’Innocenzo, L., Mathieu, J.E. & Kukenberger, M.R. (2016). A meta-analysis of different forms of shared leadership—team performance relations. Journal of Management, 42, 1964–1991. https://doi.org/10.1177/0149206314525205.
Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34, 555–590 https://www.jstor.org/stable/256406.
Devloo, T., Salanova, M., Rodriguez Sanchez, A. & Anseel, F. (2013). What makes creative teams tick? Resources, engagement, and performance across creativity tasks. Paper presented at the EAWOP Small Group Meeting on Innovation, initiative and creativity: A dialectic perspective. Valencia, Spain, September 19–21.
Duffy, M. K., Shaw, J. D., & Stark, E. M. (2000). Performance and satisfaction in conflicted interdependent groups: When and how does self esteem make a difference? Academy of Management Journal, 43, 772–782. https://doi.org/10.5465/1556367.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field study. Academy of Management Journal, 45, 735–744. https://doi.org/10.5465/3069307.
Edwards, J. R., & Lambert, L. S. (2007). Methods for integrating moderation and mediation: a general analytical framework using moderated path analysis. Psychological Methods, 12, 1–22. https://doi.org/10.1037/1082-989X.12.1.1.
Eisenbeiss, S. A., Van Knippenberg, D., & Boerner, S. (2008). Transformational leadership and team innovation: integrating team climate principles. Journal of Applied Psychology, 93, 1438–1446. https://doi.org/10.1037/a0012716.
Fay, D., Borrill, C., Amir, Z., Haward, R., & West, M. (2006). Getting the most out of multidisciplinary teams: A multi-sample study on team innovation in health care. Journal of Occupational and Organizational Psychology, 79, 553–567. https://doi.org/10.1348/096317905X72128.
Fiedler, F. E. (1964). A contingency model of leadership effectiveness. Advanced Experimental Social Psychology, 1, 149–190. https://doi.org/10.1016/S0065-2601(08)60051-9.
Finkelstein, S., & Hambrick, D. C. (1990). Top-management team tenure and organizational outcomes: The moderating role of managerial discretion. Administrative Science Quarterly, 35, 484–503. https://doi.org/10.2307/2393314.
González-Romá, V. (2008). Innovation in work teams. Papeles del Psicólogo, 29, 32–40.
González-Romá, V., Fortes-Ferreira, L., & Peiró, J. M. (2009). Team climate, climate strength, and team performance: a longitudinal study. Journal of Occupational and Organizational Psychology, 82, 511–536. https://doi.org/10.1348/096317908X370025.
González-Romá, V., & Hernandez, A. (2014). Climate uniformity: Its influence on team communication quality, task conflict, and team performance. Journal of Applied Psychology, 99, 1042–1058. https://doi.org/10.1037/a0037868.
Gully, S. M., Incalcaterra, K. A., Joshi, A., & Beaubien, J. M. (2002). A meta-analysis of team-efficacy, potency, and performance: interdependence and level of analysis as moderators of observed relationships. Journal of Applied Psychology, 87, 819–832. https://doi.org/10.1037/0021-9010.87.5.819.
Guzzo, R. A., Yost, P. R., Campbell, R. J., & Shea, G. P. (1993). Potency in groups: Articulating a construct. British Journal of Social Psychology, 32, 87–106. https://doi.org/10.1111/j.2044-8309.1993.tb00987.x.
Hambrick, D. C., & Fukutomi, G. D. (1991). The seasons of a CEO’s tenure. Academy of Management Review, 16, 719–742. https://doi.org/10.5465/amr.1991.4279621.
Horowitz, S. K., & Horowitz, I. B. (2007). The effects of team diversity on team outcomes: A meta-analytic review of team demography. Journal of Management, 33, 987–1015. https://doi.org/10.1177/0149206307308587.
House & Shamir. (1993). Toward the integration of transformational, charismatic and visionary theories. In M. M. Chemers & R. Ayman (Eds.), Leadership theory and research: Perspectives and directions (pp. 81–108). San Diego: Academic Press.
Howell, J. M., & Shamir, B. (2005). The role of followers in charismatic leadership: Relationships and their consequences. Academy of Management Review, 30, 96–112. https://doi.org/10.5465/amr.2005.15281435.
Howell, J. M., & Shea, C. M. (2006). Effects of champion behavior, tem potency, and external communication activities on predicting team performance. Group and Organization Management, 31, 180–211. https://doi.org/10.1177/1059601104273067.
Hülsheger, U. R., Anderson, N., & Salgado, J. F. (2009). Team-level predictors of innovation at work: A comprehensive meta-analysis spanning three decades of research. Journal of Applied Psychology, 94, 1128–1145. https://doi.org/10.1037/a0015978.
Ilgen, D. R., Hollenbeck, J. R., Johnson, M., & Jundt, D. (2005). Teams in organizations: From input-process-output models to IMOI models. Annual Review of Psychology, 56, 517–543. https://doi.org/10.1146/annurev.psych.56.091103.070250.
James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69, 85–98. https://doi.org/10.1037/0021-9010.69.1.85.
Janssen, O., Van de Vliert, E., & West, M. (2004). The bright and dark sides of individual and group innovation: A special issue introduction. Journal of Organizational Behavior, 25, 129–145. https://doi.org/10.1002/job.242.
Johnson, R. E., Rosen, C. C., Chang, C.-H., Djurdjevic, E., & Taing, M. U. (2012). Recommendations for improving the construct clarity of higher order multidimensional constructs. Human Resource Management Review, 22, 62–72. https://doi.org/10.1016/j.hrmr.2011.11.006.
Kim, S. S., & Vandenberghe, C. (2018). The moderating roles of perceived task interdependence and team size in transformational leadership’s relation to team identification: A dimensional analysis. Journal of Business and Psychology, 33, 509–527. https://doi.org/10.1007/s10869-017-9507.
Kozlowski, S. W. J., & Bell, B. S. (2013). Work groups and teams in organizations. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Handbook of psychology: Industrial and Organizational Psychology (Vol. Vol. 12, pp. 333–375). New York: Wiley-Blackwell.
Kozlowski, S. W. J., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7, 77–124. https://doi.org/10.1111/j.1529-1006.2006.00030.x.
Langfred, C. W. (2007). The downside of self-management: A longitudinal study of the effects tf conflict on trust, autonomy, and task interdependence in self-managing teams. Academy of Management Journal, 50, 885–900. https://doi.org/10.5465/amj.2007.26279196.
Lee, C., Tinsley, C. H., & Bobko, P. (2006). An investigation of the antecedents and consequences of group-level confidence. Journal of Applied Social Psychology, 32, 1628–1652. https://doi.org/10.1111/j.1559-1816.2002.tb02766.x.
Lester, S. W., Meglino, B. M., & Korsgaard, M. A. (2002). The antecedents and consequences of group potency: A longitudinal investigation of newly formed work-groups. The Academy of Management Journal, 45, 352–368. https://doi.org/10.5465/3069351.
Li, M. & Karam, E.P. (2017). Empirical study of charismatic leadership and financial performance. Academy of Management Proceedings, 1.
Mathieu, J. E., Tannenbaum, S. I., & Salas, E. (1992). Influences of individual and situational characteristics on measures of training effectiveness. Academy of Management Journal, 35, 828–847. https://doi.org/10.5465/256317.
Mhathre, K.H. & Riggio, R.E (2014). Charismatic and transformational leadership: Past, present, and future. In D. Day (Ed), The Oxford handbook of leadership and organizations (pp. 221–240).
Michaelis, B., Stegmaier, R., & Sonntag, K. (2009). Affective commitment to change and innovation implementation behavior: the role of charismatic leadership and employees’trust in top management. Journal of Change Management, 9, 399–417. https://doi.org/10.1080/14697010903360608.
Morales, J. F., & Molero, F. (1995). El liderazgo en los equipos de atencion primaria [Leadership in primary health care teams]. Cuadernos de Gestión, 1, 83–91.
Nederveen Pieterse, A., Van Knippenberg, D., Schippers, M., & Stam, D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31, 609–623. https://doi.org/10.1002/job.650.
Nemeth, C., & Owens, P. (1996). Making groups more effective: The value of minority dissent. In M. A. West (Ed.), Handbook of work group psychology (pp. 125–141). London: Wiley.
Ng, T. W., & Lucianetti, L. (2016). Within-individual increases in innovative behavior and creative, persuasion, and change self-efficacy over time: A social-cognitive theory perspective. Journal of Applied Psychology, 101, 14–34. https://doi.org/10.1037/apl0000029.
Nicolaides, V. C., LaPort, K. A., Chen, T. R., Tomassetti, A. J., Weis, E. J., Zaccaro, S. J., & Cortina, J. M. (2014). The shared leadership of teams: A meta-analysis of proximal, distal, and moderating relationships. The Leadership Quarterly, 25, 923–942. https://doi.org/10.1016/j.leaqua.2014.06.006.
Parker, S. K., & Wu, C. (2014). Leading for proactivity: How leaders cultivate staff who make things happen. In D. Day (Ed.), The Oxford handbook of leadership and organizations (pp. 380–403). Oxford: Oxford University Press.
Paulsen, N., Maldonado, D., Callan, V. J., & Ayoko, O. (2009). Charismatic leadership, change and innovation in an R&D organization. Journal of Organizational Change Management, 22, 511–523. https://doi.org/10.1108/09534810910983479.
Pearce, C. L., & Ensley, M. D. (2004). A reciprocal and longitudinal investigation of the innovation process: the central role of shared vision in product and process innovation teams (PPITs). Journal of Organizational Behavior, 25, 259–278. https://doi.org/10.1002/job.235.
Ployhart & Vandenberg. (2010). Longitudinal research: The theory, design and analysis of change. Journal of Management, 36, 94. https://doi.org/10.1177/0149206309352110.
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903. https://doi.org/10.1037/0021-9010.88.5.879.
Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40, 879–891. https://doi.org/10.3758/BRM.40.3.879.
Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing moderated mediation hypotheses: Theory, methods and prescriptions. Multivariate Behavioral Research, 42, 185–227. https://doi.org/10.1080/00273170701341316.
Salanova, M., Llorens, S., & Schaufeli, W. B. (2011). Yes I can, I feel good, and I just do it! On gain cycles, spirals of efficacy beliefs, affect and engagement. Applied Psychology. An International Review, 60, 255–285. https://doi.org/10.1111/j.1464-0597.2010.00435.x.
Schaubroeck, J., Lam, S. S., & Cha, S. E. (2007). Embracing transformational leadership: Team values and the impact of leader behavior on team performance. Journal of Applied Psychology, 92, 1020–1030. https://doi.org/10.1037/0021-9010.92.4.1020.
Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37, 580–607. https://doi.org/10.2307/256701.
Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4, 577–594. https://doi.org/10.1287/orsc.4.4.577.
Shamir, B., & Howell, J. M. (1999). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. The Leadership Quarterly, 10, 257–283. https://doi.org/10.1016/S1048-9843(99)00014-4.
Siemsen, E., Roth, A., & Oliveira, P. (2010). Common method bias in regression models with linear, quadratic, and interaction effects. Organizational Research Methods, 13, 456–476. https://doi.org/10.1177/1094428109351241.
Stewart, G. L., & Barrick, M. R. (2000). Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type. Academy of Management Journal, 43, 135–148. https://doi.org/10.5465/1556372.
Van der Vegt, G. S., Emans, B. J. M., & Van de Vliert, E. (1999). Effects of interdependencies in project teams. Journal of Social Psychology, 139, 202–214. https://doi.org/10.1080/00224549909598374.
Van der Vegt, G. S., Emans, B. J. M., & Van de Vliert, E. (2001). Patterns of interdependence in work teams: A two-level investigation of the relations with job and team satisfaction. Personnel Psychology, 54, 51–69. https://doi.org/10.1111/j.1744-6570.2001.tb00085.x.
Van der Vegt, G. S., & Janssen, O. (2003). Joint impact of interdependence and group diversity on innovation. Journal of Management, 29, 729–751. https://doi.org/10.1016/S0149-2063(03)00033-3.
Wang, H. J., Demerouti, E., & Le Blanc, P. (2017). Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification. Journal of Vocational Behavior, 100, 185–195. https://doi.org/10.1016/j.jvb.2017.03.009.
West, M. A. (2002). Sparkling fountains or stagnant ponds: An integrative model of creativity and innovation implementation in work groups. Applied Psychology. An International Review, 51, 355–387. https://doi.org/10.1111/1464-0597.00951.
West, M. A., & Farr, J. L. (1990). Innovation at work. In M. A. West & J. L. Farr (Eds.), Innovation and creativity at work: psychological and organizational strategies (pp. 3–13). Chichester: John Wiley & Sons, Ltd..
Widmann, A., & Mulder, R. H. (2018). Team learning behaviors and innovative work behavior in work teams. European Journal of Innovation Management, 21, 501–520. https://doi.org/10.1108/EJIM-12-2017-0194.
Zhang, Z. X., Hempel, P. S., Han, Y.-L., & Tjosvold, D. (2007). Transactive memory system links work team characteristics and performance. Journal of Applied Psychology, 92, 1722–1730. https://doi.org/10.1037/0021-9010.92.6.1722.
Acknowledgements
Haijiang Wang’s contribution was supported by the National Natural Science Foundation of China (Project No. 71832004-71701074).
Author information
Authors and Affiliations
Corresponding author
Additional information
Publisher’s Note
Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
The original version of this article was revised: The captions of Figures 1 and 2 were exchanged.
Appendix
Appendix
Rights and permissions
About this article
Cite this article
Le Blanc, P.M., González-Romá, V. & Wang, H. Charismatic Leadership and Work Team Innovative Behavior: the Role of Team Task Interdependence and Team Potency. J Bus Psychol 36, 333–346 (2021). https://doi.org/10.1007/s10869-019-09663-6
Published:
Issue Date:
DOI: https://doi.org/10.1007/s10869-019-09663-6