Consequences of differentiated leadership in groups

Joshua B. Wu, Anne S. Tsui, Angelo J. Kinicki

Research output: Contribution to journalArticlepeer-review

205 Scopus citations

Abstract

This study addressed the unresolved issue of how differentiated leadership (leaders treating individuals within a group differently) affects group effectiveness. We developed and tested a group-level model involving group-focused and individual-focused leadership using three-phased survey data from 70 work groups in eight companies. Results showed that differentiated leadership within groups diminished group effectiveness through creating divergence in leader identification and member self-efficacy and lower group collective efficacy. At the same time, group-focused leadership facilitated group identification and collective efficacy, which positively contributed to group effectiveness. We discuss theoretical and managerial implications of the potential cost of differentiated leadership behaviors in groups.

Original languageEnglish (US)
Pages (from-to)90-106
Number of pages17
JournalAcademy of Management Journal
Volume53
Issue number1
DOIs
StatePublished - Feb 1 2010

ASJC Scopus subject areas

  • Business and International Management
  • Business, Management and Accounting(all)
  • Strategy and Management
  • Management of Technology and Innovation

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