In:
Small Group Research, SAGE Publications, Vol. 49, No. 2 ( 2018-04), p. 195-225
Abstract:
Drawing on both relational and shared leadership theory and utilizing social consensus, we examine the relationship between percieved leader fairness, leader consensus (LC), and group performance. We do so by conceptualizing LC as a new way of hypothesizing and examining shared leadership. LC derives from mutual dyadic perceptions of all members in a team. First, we examine perceptions of leader fairness as a possible antecedent of LC. Second, we investigate the mediational effect of dyadic perceptions of leadership (i.e., LC predicts group performance). In two multisource studies using a round-robin design, we demonstrate that when team members reach a clear consensus about their team leader, perceived leader fairness was positively associated with LC. Furthermore, teams who perceived their leaders as fair exhibited higher group performance.
Type of Medium:
Online Resource
ISSN:
1046-4964
,
1552-8278
DOI:
10.1177/1046496417740636
Language:
English
Publisher:
SAGE Publications
Publication Date:
2018
detail.hit.zdb_id:
2030802-4
SSG:
5,2
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