Dong I. Jung

Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership

A total of 3786 respondents in 14 independent samples, ranging in size from 45 to 549 in US and foreign firms and agencies, completed the latest version of the Multifactor Leadership Questionnaire (MLQ Form 5X), each describing their respective leader. Based on prior literature, nine models representing different factor structures were compared to determine the best fit for the MLQ survey. The models were tested in an original set of nine samples, and then in a second replication set comprised of five samples. Results indicated the factor structure for the MLQ survey was best represented by six lower order factors and three correlated higher-order factors.

Predicting unit performance by assessing transformational and transactional leadership.

How do leadership ratings collected from units operating under stable conditions predict subsequent performance of those units operating under high stress and uncertainty? To examine this question, the authors calculated the predictive relationships for the transformational and transactional leadership of 72 light infantry rifle platoon leaders for ratings of unit potency, cohesion, and performance for U.S. Army platoons participating in combat simulation exercises. Both transformational and transactional contingent reward leadership ratings of platoon leaders and sergeants positively predicted unit performance. The relationship of platoon leadership to performance was partially mediated through the units level of potency and cohesion. Implications, limitations, and future directions for leadership research are discussed.

Transformational Leadership in Work Groups: The Role of Empowerment, Cohesiveness, and Collective-Efficacy on Perceived Group Performance

It has been argued that transformational leaders increase group effectiveness by empowering followers to perform their job independently from the leader, highlight the importance of cooperation in performing collective tasks, and realign followers’ values to create a more cohesive group. A study was conducted to examine whether transformational leadership would be positively related to followers’perceptions of empowerment, group cohesiveness, and effectiveness. Forty-seven groups from four Korean firms participated in this study. Results of partial least squares analysis indicated that transformational leadership was positively related to empowerment, group cohesiveness, and group effectiveness. Empowerment was positively related to collective-efficacy, which in turn was positively related to group members’ perceived group effectiveness. Implications for research and practice are discussed.

A Longitudinal Model of the Effects of Team Leadership and Group Potency on Group Performance

In the current study, the authors examine how leadership within a team predicts levels of group potency and group performance over time. The authors predict that groups that rated themselves high on transformational team leadership behaviors soon after the groups were formed would see themselves as being more potent over time and also would achieve a higher level of group performance. These predictions were confirmed. The implications of the current study for further research on leadership within teams are discussed.

Work-group characteristics and performance in collectivistic and individualistic cultures.

Abstract The authors conducted a cross-cultural longitudinal investigation of the effects of culture (individualism-collectivism dichotomy) on group characteristics (functional heterogeneity, preference for teamwork, group potency, outcome expectation) and on performance of 83 work groups performing 2 decision-making tasks over a 15-week period. The individualists (U.S. students) reported higher levels of functional heterogeneity and group potency and attained higher levels of group performance than did the collectivists (Korean students). In addition, culture and time interacted to influence ratings of group potency and outcome expectation. The difference in ratings of group potency between individualists and collectivists increased over time. Outcome expectation was greater among the collectivists in Time 1 and among the individualists in Time 2. The authors discuss implications for future cross-cultural group research and international management.

Computer-supported work group potency and effectiveness : The role of transformational leadership, anonymity, and task interdependence

Abstract Organizational researchers and practitioners have become interested in exploring relations between drivers of group potency and effectiveness in computer-mediated environments. The authors conducted a longitudinal experiment to examine effects of leadership style, anonymity, and task interdependence on group potency and effectiveness of 36 undergraduate student work groups performing two creativity tasks using a group decision support system. Results indicated main effects of leadership style on group potency and effectiveness, a Leadership Style×Task Interdependence interaction effect on group potency, and a Leadership Style×Anonymity interaction effect on group effectiveness. These results are consistent with theories of computer-aided work groups and group potency and effectiveness and suggest directions for future research.

Impression Management Strategies and Performance in Information Technology Consulting The Role of Self-Other Rating Agreement on Charismatic Leadership

This study examined the extent to which subordinates’ and superiors’ perceptions of the five basic impression-management strategies of ingratiation, self-promotion, intimidation, exemplification, and supplication were associated with the self-awareness and performance of 83 information technology consulting managers. Self-awareness was operationalized by categorizing managers as over-estimators, underestimators, in-agreement/poor, or in-agreement/good based on the difference between the manager’s and his or her subordinates’ rating of the manager’s charismatic leadership. Results of multivariate analysis of covariance indicated that according to subordinates, overestimators used less ingratiation and exemplification and more intimidation than underestimators or those in-agreement. According to superiors, overestimators used more intimidation than underestimators and in-agreement/poor managers, whereas in-agree-ment/poor managers used more supplication and less exemplification than underestimators and in-agreement/good managers. In-agreement/good managers outperformed overestimators and in-agreement/poor managers.