Abstract
The behavioral work context in which members of groups interact with each other is crucial for facilitating knowledge exchange and combination (Nonaka in Great minds in management: the process of theory development, Oxford University Press, Oxford 2005; Nonaka et al. in Long Range Plan 33:5-34, 2000). Yet little is known about the ways leaders, by signaling expectations and exhibiting supportive behaviors, facilitate such a behavioral context, which may then enhance performance. This study aims to contribute to the literature by examining how leader expectations and supportive behaviors facilitate behavioral integration and enhance the performance of work groups engaging in the development of advanced technological products. Data collected from management teams of 102 work groups indicate significant and positive relationships between: (1) leader expectations and leader supportive behaviors, (2) leader supportive behaviors and group behavioral integration, and (3) behavioral integration and group performance. In addition, the results indicate that leader supportive behaviors partially mediate the relationship between leader expectations and group behavioral integration, and the latter partially mediates the link between leader supportive behaviors and group performance. No significant link was found between leader expectations and group performance. In so doing, this study contributes to research on the way leaders, by shaping a behavioral context, facilitate knowledge exchange and combination, thereby enhancing group performance.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 384-400 |
| Number of pages | 17 |
| Journal | Journal of Technology Transfer |
| Volume | 35 |
| Issue number | 4 |
| DOIs | |
| State | Published - 2010 |
Fingerprint
Keywords
- Behavioral context
- Defense industry
- Knowledge management
- Leadership
- Work groups
ASJC Scopus subject areas
- Business and International Management
- Accounting
- Engineering(all)
Cite this
Leadership, behavioral context, and the performance of work groups in a knowledge-intensive setting. / Carmeli, Abraham; Waldman, David.
In: Journal of Technology Transfer, Vol. 35, No. 4, 2010, p. 384-400.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Leadership, behavioral context, and the performance of work groups in a knowledge-intensive setting
AU - Carmeli, Abraham
AU - Waldman, David
PY - 2010
Y1 - 2010
N2 - The behavioral work context in which members of groups interact with each other is crucial for facilitating knowledge exchange and combination (Nonaka in Great minds in management: the process of theory development, Oxford University Press, Oxford 2005; Nonaka et al. in Long Range Plan 33:5-34, 2000). Yet little is known about the ways leaders, by signaling expectations and exhibiting supportive behaviors, facilitate such a behavioral context, which may then enhance performance. This study aims to contribute to the literature by examining how leader expectations and supportive behaviors facilitate behavioral integration and enhance the performance of work groups engaging in the development of advanced technological products. Data collected from management teams of 102 work groups indicate significant and positive relationships between: (1) leader expectations and leader supportive behaviors, (2) leader supportive behaviors and group behavioral integration, and (3) behavioral integration and group performance. In addition, the results indicate that leader supportive behaviors partially mediate the relationship between leader expectations and group behavioral integration, and the latter partially mediates the link between leader supportive behaviors and group performance. No significant link was found between leader expectations and group performance. In so doing, this study contributes to research on the way leaders, by shaping a behavioral context, facilitate knowledge exchange and combination, thereby enhancing group performance.
AB - The behavioral work context in which members of groups interact with each other is crucial for facilitating knowledge exchange and combination (Nonaka in Great minds in management: the process of theory development, Oxford University Press, Oxford 2005; Nonaka et al. in Long Range Plan 33:5-34, 2000). Yet little is known about the ways leaders, by signaling expectations and exhibiting supportive behaviors, facilitate such a behavioral context, which may then enhance performance. This study aims to contribute to the literature by examining how leader expectations and supportive behaviors facilitate behavioral integration and enhance the performance of work groups engaging in the development of advanced technological products. Data collected from management teams of 102 work groups indicate significant and positive relationships between: (1) leader expectations and leader supportive behaviors, (2) leader supportive behaviors and group behavioral integration, and (3) behavioral integration and group performance. In addition, the results indicate that leader supportive behaviors partially mediate the relationship between leader expectations and group behavioral integration, and the latter partially mediates the link between leader supportive behaviors and group performance. No significant link was found between leader expectations and group performance. In so doing, this study contributes to research on the way leaders, by shaping a behavioral context, facilitate knowledge exchange and combination, thereby enhancing group performance.
KW - Behavioral context
KW - Defense industry
KW - Knowledge management
KW - Leadership
KW - Work groups
UR - http://www.scopus.com/inward/record.url?scp=77954689227&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=77954689227&partnerID=8YFLogxK
U2 - 10.1007/s10961-009-9125-3
DO - 10.1007/s10961-009-9125-3
M3 - Article
AN - SCOPUS:77954689227
VL - 35
SP - 384
EP - 400
JO - Journal of Technology Transfer
JF - Journal of Technology Transfer
SN - 0892-9912
IS - 4
ER -