Leadership team cohesiveness and team performance

Abstract

Purpose To examine leadership style (transactional versus transformational), knowledge level, and team cohesiveness as antecedents of team performance. Design/methodology/approach The 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. Findings Transformational 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/implications The 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 implications For improving team performance, a manager should enhance team knowledge and encourage greater team cohesiveness. Originality/value Using a simulated research design, leadership style, an antecedent associated with individual performance, was also found to be related to team performance.