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Cited by 563Team Dynamics and PerformanceEmployee Performance and LeadershipJob Satisfaction and Organizational Behavior

The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams

Somech, Anit·2006·Journal of Management
DOI 10.1177/0149206305277799
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Abstract

This study focused on leadership style (participative leadership/directive leadership) as a key factor, which has an intervening impact on a functionally heterogeneous team’s process and outcomes. In a study of 136 primary care teams, the author found that in high functionally heterogeneous teams, participative leadership style was positively associated with team reflection, which in turn fostered team innovation; however, this leadership style decreased team in-role performance. The impact of directive leadership was in promoting team reflection under the condition of low functional heterogeneity, whereas no such impact was found under the condition of high functional heterogeneity.

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Crossref · 10.1177/0149206305277799

Cites

8 of 8 references verified0 citation errors · 0 not checkable

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  • Participative leadership moderates the relationship between team heterogeneity and team reflection, such that the relationship is stronger in teams characterized by participative leadership.

    “has been shown to moderate the relationship between team heterogeneity and team reflection, such that the relationship is stronger in teams characterized by participative leadership (Somech 2006).”

    From The Negative Effects of Social Capital in Organizations: A Review and Extension (2017) · cites this paper as Somech 2006

  • The cognitive processes associated with team reflection encourage team members to challenge each other on task-related issues, contributing in turn to constructive interactive practices.

    “The cognitive processes associated with team reflection encourage team members to challenge each other on task-related issues, contributing in turn to constructive interactive practices (Simons et al. 1999;Somech 2006;Tjosvold 1990).”

    From The Negative Effects of Social Capital in Organizations: A Review and Extension (2017) · cites this paper as Somech 2006

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Authors
Somech, A.
Affiliations
University of Haifa (IL)
Corresponding author
Somech, Anit
ORCID
Somech, Anit
Venue
Journal of Management
Publisher
SAGE Publications
Published
2006-02
Volume
32
Issue
1
Pages
132-157
ISSN
  • 0149-2063 (ISSN-L)
  • 1557-1211
DOI
10.1177/0149206305277799
OpenAlex
W2148248975
Cited by
563
References
8
Citations by year
2026: 21 · 2025: 20 · 2024: 31 · 2023: 43 · 2022: 34 · 2021: 44 · 2020: 30 · 2019: 33 · 2018: 33 · 2017: 38 · 2016: 38 · 2015: 37 · 2014: 24 · 2013: 23 · 2012: 26
FWCI
19.85
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
Journal of Management (publishedVersion)
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
leadership styles, democratic leadership, directive leadership, functional heterogeneity, team processes, team innovation, team performance, team reflection, primary health care teams, heterogeneous teams

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