Examining the differential longitudinal performance of directive versus empowering leadership in teams

Natalia M. Lorinkova; Matthew J. Pearsall; Henry P. Sims

doi:10.5465/amj.2011.0132

Examining the differential longitudinal performance of directive versus empowering leadership in teams

Natalia M. Lorinkova, Matthew J. Pearsall, Henry P. Sims

Labor and Employment Relations

Research output: Contribution to journal › Article › peer-review

312 Scopus citations

Abstract

This study integrates theories from the leadership and team development literatures to resolve ambiguity regarding the relative benefits of empowering and directive leadership in teams by focusing on their influence on team development processes over time. Empirical results based on longitudinal performance data from 60 teams suggest that teams led by a directive leader initially outperform those led by an empowering leader. However, despite lower early performance, teams led by an empowering leader experience higher performance improvement over time because of higher levels of team learning, coordination, empowerment, and mental model development. Implications for current and future team leadership research are discussed.

Original language	English (US)
Pages (from-to)	573-596
Number of pages	24
Journal	Academy of Management Journal
Volume	56
Issue number	2
DOIs	https://doi.org/10.5465/amj.2011.0132
State	Published - 2013

All Science Journal Classification (ASJC) codes

Business and International Management
General Business, Management and Accounting
Strategy and Management
Management of Technology and Innovation

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Examining the differential longitudinal performance of directive versus empowering leadership in teams

Abstract

All Science Journal Classification (ASJC) codes

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