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Leader-Team Congruence in Power Distance Values and Team Effectiveness:…
Leader-Team Congruence in Power Distance Values and Team Effectiveness: The Mediating Role of Procedural Justice Climate
Analyze the congruence effects within team settings. Initial evidence suggests that power distance values held by subordinates and teams and change what they may expect from authority figures as well as how they perceive and respond to decisions and leadership styles.
Congruence procedural justice climate defined as an emergent state that reflects how fairly the team as a whole is treated procedurally. eg - extent to which leaders decision-making behaviour is consistent with team member's preferences we predict the team will perceive them as reasonable and fair.
Prior studies have taken a multiple stakeholder approach to investigate congruence effects between leaders and teams Gibson et al. showed that congruence between leader and team regarding goal accomplishment led to better team performance. Other studies have further elaborated on this.
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Mediating role of PJC
Team Performance - Task completion and goal accomplishment
OCB - Discretionary behaviors not formally required but are necessary for effective team functioning.
Procedural justice is a key driver in team effectiveness because fair procedures signify to teams that they are appreciated by authority figures (relational model).
In teams where members feel fairly treated the relational model suggests that they will enact behaviors that not only support the team's leader but also help the team as a whole.
Experiment
Study participants were employed by one of the service companies A and B. A specializes in networks and systems integration services, B is a full service travel agency.
Team members were asked to provide self-ascriptie ratings on their power distance values, procedural justice perceptions and demographic variables. Used the Likert response scale ranging from 1 -7. Assessed team leaders' and team members' power distance values.Had different sections inc - PKC, Team performnce, Team OCB. Took into account the mediators in regressions
Results
PJC levels increase and leader-team power distance values becomes more aligned and levels of PJC vice versa. It reaches max point at low-low, medium-medium power distance however begins ton decrease as perfect fit goes from medium-medium to high-high
Hypothesis 3a and 3b suggested the congruence effect of leader-team power distance on team performance and team OCB is transmitted via PJC. The data supported this.
Managerial implications
Organizations should encourage individuals and supervisory positions to become more aware of teams' power distance preferences. These power distances are learnable behaviours so training programs may be introduced.
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Conclusion -
"Our findings reflect a novel theoretical contribution by illustrating the importance of matching power distance values between leaders and teams, and highlight a mechinism through which such "actual fit" can enhance team outcomes....