Collective compass to unit performance: linking transformational leadership climate, trust and engagement

Rachel Gabel Shemueli; Shay Tzafrir; Berlan Rodriguez Perez; Danae Bahamonde; Guy Enosh

doi:10.1108/lodj-01-2022-0032

Collective compass to unit performance: linking transformational leadership climate, trust and engagement

Rachel Gabel Shemueli, Shay Tzafrir, Berlan Rodriguez Perez, Danae Bahamonde, Guy Enosh

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

Abstract

Purpose: The purpose of the study is to examine how shared perceptions of collective behaviors, such as transformational leadership climate (TLC), collective trust and collective engagement, affect unit performance. Design/methodology/approach: The sample consisted of 450 employees in 74 agencies of a financial organization, using measurements at the collective team level. Multiple structural equation modeling analyses were used to test the hypotheses. Findings: The relationship between TLC and unit performance was sequentially mediated by collective trust and collective engagement. Originality/value: This study highlights how employees' shared perceptions of different team characteristics can affect the overall functioning and performance of an organization.

Original language	English
Pages (from-to)	802-813
Number of pages	12
Journal	Leadership and Organization Development Journal
Volume	43
Issue number	5
DOIs	https://doi.org/10.1108/lodj-01-2022-0032
State	Published - 15 Jun 2022

Bibliographical note

Publisher Copyright:
© 2022, Emerald Publishing Limited.

Keywords

Collective engagement
Collective trust
Transformational leadership climate
Unit performance

ASJC Scopus subject areas

Business, Management and Accounting (miscellaneous)
Organizational Behavior and Human Resource Management

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10.1108/lodj-01-2022-0032

Cite this

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title = "Collective compass to unit performance: linking transformational leadership climate, trust and engagement",

abstract = "Purpose: The purpose of the study is to examine how shared perceptions of collective behaviors, such as transformational leadership climate (TLC), collective trust and collective engagement, affect unit performance. Design/methodology/approach: The sample consisted of 450 employees in 74 agencies of a financial organization, using measurements at the collective team level. Multiple structural equation modeling analyses were used to test the hypotheses. Findings: The relationship between TLC and unit performance was sequentially mediated by collective trust and collective engagement. Originality/value: This study highlights how employees' shared perceptions of different team characteristics can affect the overall functioning and performance of an organization.",

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doi = "10.1108/lodj-01-2022-0032",

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AU - Gabel Shemueli, Rachel

AU - Tzafrir, Shay

AU - Rodriguez Perez, Berlan

AU - Bahamonde, Danae

AU - Enosh, Guy

PY - 2022/6/15

Y1 - 2022/6/15

N2 - Purpose: The purpose of the study is to examine how shared perceptions of collective behaviors, such as transformational leadership climate (TLC), collective trust and collective engagement, affect unit performance. Design/methodology/approach: The sample consisted of 450 employees in 74 agencies of a financial organization, using measurements at the collective team level. Multiple structural equation modeling analyses were used to test the hypotheses. Findings: The relationship between TLC and unit performance was sequentially mediated by collective trust and collective engagement. Originality/value: This study highlights how employees' shared perceptions of different team characteristics can affect the overall functioning and performance of an organization.

AB - Purpose: The purpose of the study is to examine how shared perceptions of collective behaviors, such as transformational leadership climate (TLC), collective trust and collective engagement, affect unit performance. Design/methodology/approach: The sample consisted of 450 employees in 74 agencies of a financial organization, using measurements at the collective team level. Multiple structural equation modeling analyses were used to test the hypotheses. Findings: The relationship between TLC and unit performance was sequentially mediated by collective trust and collective engagement. Originality/value: This study highlights how employees' shared perceptions of different team characteristics can affect the overall functioning and performance of an organization.

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KW - Transformational leadership climate

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Collective compass to unit performance: linking transformational leadership climate, trust and engagement

Abstract

Bibliographical note

Keywords

ASJC Scopus subject areas

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