A Team-Based Leadership Framework—The Interplay of Leadership Self-Efficacy, Power, Collaboration and Teamwork Processes Influencing Team Performance ()
ABSTRACT
This study identified a framework of team-based leadership facing the change of future requirements of agile organizations and new
work and aims to clarify the
underlying mechanisms and how they work together and under what conditions. Data were collected from leaders in three separate surveys
characterized by various countries, first languages and different ethnicity. A
total of 401 completed interviews
were collected and the results were analyzed at the individual level.
All variables were modeled in a path diagram and tested applying structural
equation modeling. The results show that leadership self-efficacy is a key mechanism that let team-based leadership emerge. Leadership self-efficacy is related to personal power,
collaboration, teamwork processes and team task performance, but there is no
direct effect on team contextual
performance. Personal power is correlated
with team task performance. Positional power is interrelated with team contextual
performance and personal power. Teamwork processes partially
mediate the relation between leadership self-efficacy and team task
performance as well as team contextual performance. The study findings identified that the leader role perception
by teammates can affect personal power
and that organizational politics, expressions of narcissists
personal characteristics or cross-cultural context dependency can have an
impact on positional power. Theoretical and practical implications of the
results are discussed, together with limitations and recommendations for future
research.
Share and Cite:
Krauter, J. (2022) A Team-Based Leadership Framework—The Interplay of Leadership Self-Efficacy, Power, Collaboration and Teamwork Processes Influencing Team Performance.
Open Journal of Leadership,
11, 146-193. doi:
10.4236/ojl.2022.112010.
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