Climate strength - How leaders form consensus

Gil Luria

doi:10.1016/j.leaqua.2007.12.004

Climate strength - How leaders form consensus

Gil Luria

Department of Human Services

Research output: Contribution to journal › Article › peer-review

Abstract

This research further develops the theories concerning climate strength in organizations. Climate strength is a measure for within-group variability in climate perceptions. We studied groups in 3 military fighting brigades, using a validated military safety-climate questionnaire to check the relationship between safety climate strength and two possible antecedents: leadership (transformational and passive), and interaction with group members (military cohesion). Statistical analysis confirmed our hypotheses. When analyzed separately, cohesion and transformational leadership correlated positively, and passive leadership correlated negatively with climate strength. When cohesion was analyzed in a combined model with passive leadership, both main and interaction effects on climate strength were found. However, when cohesion was included with transformational leadership only the interaction effect was significant. The results suggest that climate strength is influenced both by leadership style and group social interaction, and emphasize the conditions under which each antecedent is relevant to forming consensus. Theoretical and methodological implications are discussed.

Original language	English
Pages (from-to)	42-53
Number of pages	12
Journal	Leadership Quarterly
Volume	19
Issue number	1
DOIs	https://doi.org/10.1016/j.leaqua.2007.12.004
State	Published - Feb 2008

Bibliographical note

Funding Information:
Financial support for this work was provided by the Safety Research Unit, Ministry of Defense, Tel Aviv Israel. I wish to thank all the soldiers and officers who participated in the study, Dov Zohar for inspiring me to write it, and finally Shahar Mendelson and Adi Luria for comments on an earlier version of this article.

Keywords

Climate strength
Cohesion
Group social interaction
Passive leadership
Transformational leadership

ASJC Scopus subject areas

Business and International Management
Applied Psychology
Sociology and Political Science
Organizational Behavior and Human Resource Management

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10.1016/j.leaqua.2007.12.004

Cite this

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title = "Climate strength - How leaders form consensus",

abstract = "This research further develops the theories concerning climate strength in organizations. Climate strength is a measure for within-group variability in climate perceptions. We studied groups in 3 military fighting brigades, using a validated military safety-climate questionnaire to check the relationship between safety climate strength and two possible antecedents: leadership (transformational and passive), and interaction with group members (military cohesion). Statistical analysis confirmed our hypotheses. When analyzed separately, cohesion and transformational leadership correlated positively, and passive leadership correlated negatively with climate strength. When cohesion was analyzed in a combined model with passive leadership, both main and interaction effects on climate strength were found. However, when cohesion was included with transformational leadership only the interaction effect was significant. The results suggest that climate strength is influenced both by leadership style and group social interaction, and emphasize the conditions under which each antecedent is relevant to forming consensus. Theoretical and methodological implications are discussed.",

keywords = "Climate strength, Cohesion, Group social interaction, Passive leadership, Transformational leadership",

author = "Gil Luria",

note = "Funding Information: Financial support for this work was provided by the Safety Research Unit, Ministry of Defense, Tel Aviv Israel. I wish to thank all the soldiers and officers who participated in the study, Dov Zohar for inspiring me to write it, and finally Shahar Mendelson and Adi Luria for comments on an earlier version of this article. ",

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PY - 2008/2

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N2 - This research further develops the theories concerning climate strength in organizations. Climate strength is a measure for within-group variability in climate perceptions. We studied groups in 3 military fighting brigades, using a validated military safety-climate questionnaire to check the relationship between safety climate strength and two possible antecedents: leadership (transformational and passive), and interaction with group members (military cohesion). Statistical analysis confirmed our hypotheses. When analyzed separately, cohesion and transformational leadership correlated positively, and passive leadership correlated negatively with climate strength. When cohesion was analyzed in a combined model with passive leadership, both main and interaction effects on climate strength were found. However, when cohesion was included with transformational leadership only the interaction effect was significant. The results suggest that climate strength is influenced both by leadership style and group social interaction, and emphasize the conditions under which each antecedent is relevant to forming consensus. Theoretical and methodological implications are discussed.

AB - This research further develops the theories concerning climate strength in organizations. Climate strength is a measure for within-group variability in climate perceptions. We studied groups in 3 military fighting brigades, using a validated military safety-climate questionnaire to check the relationship between safety climate strength and two possible antecedents: leadership (transformational and passive), and interaction with group members (military cohesion). Statistical analysis confirmed our hypotheses. When analyzed separately, cohesion and transformational leadership correlated positively, and passive leadership correlated negatively with climate strength. When cohesion was analyzed in a combined model with passive leadership, both main and interaction effects on climate strength were found. However, when cohesion was included with transformational leadership only the interaction effect was significant. The results suggest that climate strength is influenced both by leadership style and group social interaction, and emphasize the conditions under which each antecedent is relevant to forming consensus. Theoretical and methodological implications are discussed.

KW - Climate strength

KW - Cohesion

KW - Group social interaction

KW - Passive leadership

KW - Transformational leadership

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ER -

Climate strength - How leaders form consensus

Abstract

Bibliographical note

Keywords

ASJC Scopus subject areas

Access to Document

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