Abstract
This study aims at investigating the effect of transformational leadership and shared leadership on dimensions of team effectiveness and the mediating role of teamwork orientation. The data were collected from members of working teams in companies of different fields in Vietnam. The results show that both transformational leadership and shared leadership are significantly associated to team effectiveness including team performance, quality of team experience, and team viability. The effects of transformational leadership are more robust compared to those of shared leadership while both leadership styles are dramatically relevant to team viability. In addition, teamwork orientation serves as a significant partial mediator in the relationship between transformational leadership, shared leadership, and dimensions of team effectiveness. The study is an early research in evaluating the effect of transformational leadership and shared leadership on three dimensions of team effectiveness, namely team performance, quality of team experience, and team viability. It is also the very first to explore the mediating role of teamwork orientation in the effect of leadership approaches on components of team effectiveness. The study offers interesting empirical evidence of an under-researched Asian emerging economy – Vietnam – so providing practical implications for companies in Vietnamese context in particular and similar Asian economies.
Highlights
Leadership has been stressed as an influential factor to catalyse a variety of dimensions of team effectiveness like team performance and team member positive behaviours
The present study attempts to evaluate the differences in the effects of transformational leadership and shared leadership on team performance, quality of team experience, and team viability
This study aims at investigating the influence of transformational leadership and shared leadership on three types of team effectiveness including team performance, quality of team experience, and team viability
Summary
Leadership has been stressed as an influential factor to catalyse a variety of dimensions of team effectiveness like team performance and team member positive behaviours. Choi et al (2016) investigated the relationship between these two leadership approaches and team effectiveness and yielded the finding that each of the leadership approaches results in different team outcomes. As the study by Choi et al (2016) is the only welcome example comparing the two approaches with a single sample, more empirical evidence is needed to verify the discrepancies in the effects of the two approaches, on other categories of outcomes. According to Aubé and Rousseau (2005), team performance, quality of team experience, and team viability are the three most crucial aspects for team survival and prosperity Grounding on these studies, the present study attempts to evaluate the differences in the effects of transformational leadership and shared leadership on team performance, quality of team experience, and team viability
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