Leadership team cohesiveness and team performance

Abstract

PurposeTo examine leadership style (transactional versus transformational), knowledge level, and team cohesiveness as antecedents of team performance.Design/methodology/approachThe study was conducted among students studying for an MBA. The 252 participant students were involved in a computerized business simulation course which required forming teams of about six members. Each team represented the management of one firm that competed with the other groups.FindingsTransformational leadership was associated with a higher level of team cohesiveness, as compared to transactional leadership. Both knowledge level and team cohesiveness predict team performance, particularly among men.Research limitations/implicationsThe student sample may not necessarily represent responses from workers in an actual organization. From a measurement perspective, the reliability of the one item scale of leadership could not be ascertained.Practical implicationsFor improving team performance, a manager should enhance team knowledge and encourage greater team cohesiveness.Originality/valueUsing a simulated research design, leadership style, an antecedent associated with individual performance, was also found to be related to team performance.