Leaders' sense of power and team performance: A moderated mediation model

Abstract

Organizational behavior researchers have typically focused on role- or structure-based power, such as hierarchical status and position in the social network. In contrast, we examined the psychological experience of power in organizations. Our purpose was to determine how and when a team leader's subjective sense of power is beneficial in an organizational context. Data were collected from 70 work teams using a 2-wave design to test the proposed model. Results showed that a team leader's sense of power enhanced team performance by decreasing leader–member relationship conflict, but only when perceived task interdependence was high. These associations remained after controlling for hierarchical status and demographic characteristics. Theoretical and practical implications are discussed.