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 journalArticlepeer-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 languageEnglish
JournalLeadership and Organization Development Journal
DOIs
StateAccepted/In press - 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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