The role of transformational leadership in enhancing team reflexivity
Open accessAbstract
Team reflexivity, or the extent to which teams reflect upon and modify their functioning, has been identified as a key factor in the effectiveness of work teams. As yet, however, little is known about the factors that play a role in enhancing team reflexivity, and it is thus important to develop theorizing around the determinants of reflexivity. From an applied perspective, leadership is a very relevant factor. The current study is a first step in the development of such a model, and addresses this important gap in our understanding of team reflexivity by focusing on the role of leader behavior. We examined the extent to which transformational leadership influences team reflexivity, and in turn, team performance, in a field study conducted among 32 intact work teams from nine organizations. Team members rated reflexivity and leadership, while external managers rated team performance. We hypothesized and tested a mediational model proposing that transformational leadership is related to the adoption of a shared vision by the team. This in turn relates to team reflexivity, which leads to higher team performance. Results support this model.
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Teams with a transformational leader are more likely to have a shared vision.
“research among 32 teams from various kinds of industries has shown that teams with a transformational leader are more likely to have a shared vision”
From Energy Management of People in Organizations: A Review and Research Agenda (2011) · cites this paper as Schippers et al. 2008
Shared vision relates to more team reflexivity.
“which in turn relates to more team reflexivity (i.e., the process of reflecting on and adapting of goals, strategies, and processes)”
From Energy Management of People in Organizations: A Review and Research Agenda (2011) · cites this paper as Schippers et al. 2008
Team reflexivity enhances team performance.
“in turn enhancing team performance (Schippers et al. 2008).”
From Energy Management of People in Organizations: A Review and Research Agenda (2011) · cites this paper as Schippers et al. 2008
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Self-citation
- Authors
- Schippers, M. C., Den Hartog, D. N., Koopman, P. L., & van Knippenberg, D.
- Affiliations
- Erasmus University Rotterdam (NL)
- Amsterdam Business School, University of Amsterdam, The Netherlands,
- Vrije Universiteit Amsterdam (NL)
- Rotterdam School of Management, Erasmus University Rotterdam, The Netherlands,
- Corresponding author
- Schippers, Michaéla C.
- Koopman, Paul L.
- Venue
- Human Relations
- Publisher
- SAGE Publications
- Published
- 2008-11
- Volume
- 61
- Issue
- 11
- Pages
- 1593-1616
- ISSN
- 0018-7267 (ISSN-L)
- 1741-282X
- OpenAlex
- W2245554278
- Cited by
- 215
- References
- 82
- Citations by year
- 2026: 8 · 2025: 16 · 2024: 9 · 2023: 9 · 2022: 7 · 2021: 24 · 2020: 18 · 2019: 8 · 2018: 12 · 2017: 12 · 2016: 15 · 2015: 15 · 2014: 14 · 2013: 9 · 2012: 16
- FWCI
- 10.25
- Type
- journal article
- Language
- en
- Open access
- green
- handle.uba.uva.nl
- Locations
- Human Relations (publishedVersion)
- UvA-DARE (University of Amsterdam) (publishedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (publishedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- UvA-DARE (University of Amsterdam) (submittedVersion)
- SSRN Electronic Journal (submittedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (submittedVersion)
- RePub (Erasmus University Rotterdam) (submittedVersion, other-oa)
- Data Archiving and Networked Services (DANS) (submittedVersion, other-oa)
- Topics
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- transformational leadership, team reflexivity, shared vision, team performance, work teams, leadership behavior, team learning, mediation model
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
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