The mediating role of task conflict and crossunderstanding in the relation between transactional leadership and team adaptive performance

Mădălina Georgiana Hoandră

Abstract


Organizations depend on teams to achieve their proximal or distal objectives. They are required to perform at high level in dynamic contexts and unclear situations. In these environments, teams must be capable to adapt and adjust their performance according to the changes they are facing. This paper examines the relation between transactional leadership and adaptive performance mediated by task conflict and cross-understanding. These two mediators seem to be an important part of team cognition. We analysed 33 real working teams and their leaders, these teams operating in different domains. We found that task conflict and cross-understanding mediated he relation between transactional leadership and adaptive performance. This result contributes to the literature stating that transactional leadership can have benefits on adaptive performance. Another contribution is that we analysed the newly introduced concept of cross-understanding, and we identified situations where task conflict is benefic for adaptive performance.


Keywords


transactional leadership, task conflict, cross-understanding, adaptive performance

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References


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