Leadership and Organizational Tenure Diversity as Determinants of Project Team Effectiveness

Frouke M. de Poel, Janka I. Stoker*, Karen I. Van der Zee

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

34 Citations (Scopus)

Abstract

The present study reveals how leadership effectiveness in project teams is dependent on the level of organizational tenure diversity. Data from 34 project teams showed that transformational leadership is related to organizational commitment, creative behavior, and job satisfaction, but only in teams with high organizational tenure diversity. By contrast, participative leadership has no impact on team innovativeness, team performance, and team conflict in teams with high organizational tenure diversity, yet is beneficial with respect to the same outcomes in teams that are low in organizational tenure diversity. Theoretical and practical implications for leading project teams and future research in this area are discussed.

Original languageEnglish
Pages (from-to)532-560
Number of pages29
JournalGroup & Organization Management
Volume39
Issue number5
Early online date19-Sep-2014
DOIs
Publication statusPublished - Oct-2014

Keywords

  • transformational leadership
  • participative leadership
  • organizational tenure diversity
  • project team effectiveness
  • MODERATED MULTIPLE-REGRESSION
  • MANAGING WORK TEAMS
  • TRANSFORMATIONAL LEADERSHIP
  • MANAGEMENT TEAMS
  • INTERRATER RELIABILITY
  • FUNCTIONAL DIVERSITY
  • STATISTICAL CONTROL
  • JOB-SATISFACTION
  • MEDIATING ROLE
  • PERFORMANCE

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