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首页> 外文期刊>Journal of Applied Psychology >Leading Multiple Teams: Average and Relative External Leadership Influences on Team Empowerment and Effectiveness
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Leading Multiple Teams: Average and Relative External Leadership Influences on Team Empowerment and Effectiveness

机译：领导多个团队：平均和相对的外部领导对团队赋权和有效性的影响

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摘要

External leaders continue to be an important source of influence even when teams are empowered, but it is not always clear how they do so. Extending research on structurally empowered teams, we recognize that teams' external leaders are often responsible for multiple teams. We adopt a multilevel approach to model external leader influences at both the team level and the external leader level of analysis. In doing so, we distinguish the influence of general external leader behaviors (i.e., average external leadership) from those that are directed differently toward the teams that they lead (i.e., relative external leadership). Analysis of data collected from 451 individuals, in 101 teams, reporting to 25 external leaders, revealed that both relative and average external leadership related positively to team empowerment. In turn, team empowerment related positively to team performance and member job satisfaction. However, while the indirect effects were all positive, we found that relative external leadership was not directly related to team performance, and average external leadership evidenced a significant negative direct influence. Additionally, relative external leadership exhibited a significant direct positive influence on member job satisfaction as anticipated, whereas average external leadership did not. These findings attest to the value in distinguishing external leaders' behaviors that are exhibited consistently versus differentially across empowered teams. Implications and future directions for the study and management of external leaders overseeing 'multiple teams are discussed.
机译：即使团队获得授权，外部领导者仍然继续是影响力的重要来源，但并不总是清楚他们如何做到这一点。通过扩展对具有结构授权的团队的研究，我们认识到团队的外部领导者通常负责多个团队。我们采用多层次的方法在团队级别和外部领导者级别的分析中建模外部领导者的影响。这样做时，我们将一般外部领导者行为（即平均外部领导）的影响与针对他们领导的团队（即相对外部领导）的影响不同。对从101个团队的451个人中收集的数据进行分析后，报告给25位外部领导者，发现相对和平均外部领导者均与团队赋权成正相关。反过来，团队授权与团队绩效和成员工作满意度呈正相关。但是，尽管间接影响都是积极的，但我们发现相对的外部领导与团队绩效没有直接关系，而平均外部领导则显示出显着的负面直接影响。此外，相对的外部领导对成员的工作满意度表现出显着的直接正面影响，而平均的外部领导则没有。这些发现证明了在区分外部领导者的行为时的价值，这些行为在授权团队中始终如一地展现出来。讨论了监督和管理“多个团队”的外部领导者的研究和管理的意义和未来的方向。

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