Original paper

Leader–team complementarity: Exploring the interactive effects of leader personality traits and team power distance values on team processes and performance.

Volume: 102, Issue: 6, Pages: 935 - 955
Published: Jan 1, 2017
Abstract
Integrating the leader trait perspective with dominance complementarity theory, we propose team power distance as an important boundary condition for the indirect impact of leader extraversion, agreeableness, and conscientiousness on team performance through a team's potency beliefs and through relational identification with the leader. Using time-lagged, 3-source data from 71 teams, we found that leader extraversion had a positive indirect...
Paper Details
Title
Leader–team complementarity: Exploring the interactive effects of leader personality traits and team power distance values on team processes and performance.
Published Date
Jan 1, 2017
Volume
102
Issue
6
Pages
935 - 955
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