Abstract
The purpose of this study was to examine the relationships between leadership and military teams' affective and cognitive processes and the subsequent links between these processes and team effectiveness. Soldiers (N = 148) from 32 teams completed questionnaires assessing these variables. Hierarchical linear modeling was used to analyze the data. Transformational leadership was positively associated with cognitive and affective processes, but only active management-by-exception leadership was related to negative affect. Neither form of management-by-exception leadership related to cognitive processes. Positive affect, negative affect, and cognitive processes were all related to team viability. Finally, some mediation effects were observed. Implications of the results for developing leadership in military teams are drawn.
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