Proactively performing teams: The role of work design, transformational leadership, and team composition

被引：104

作者：

Williams, Helen M. ^{[1
]}

Parker, Sharon K. ^{[2
]}

Turner, Nick ^{[3
]}

机构：

[1] Swansea Univ, Sch Business & Econ, Swansea SA2 8PP, W Glam, Wales

[2] Univ Western Australia, Perth, WA 6009, Australia

[3] Univ Manitoba, Winnipeg, MB, Canada

来源：

JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY | 2010年 / 83卷 / 02期

关键词：

5-FACTOR MODEL; BEHAVIOR; SELF; PERSONALITY; INNOVATION; ANTECEDENTS; CONSTRUCTS; MANAGEMENT; DIVERSITY; IMPACT;

D O I：

10.1348/096317910X502494

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

This study investigated the determinants of team proactive performance amongst 43 shift teams from a UK chemical processing plant. Using external ratings of team proactive performance, the study found that the most proactive teams were those with higher levels of self-management, transformational team leaders, and a higher-than-average level of proactive personality. The relationship between transformational leadership and team proactive performance was mediated by favourable interpersonal norms. In addition, lower diversity of proactive personality amongst team members had an indirect association with team proactive performance via its negative effect on favourable interpersonal norms.

引用

页码：301 / 324

页数：24

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