Change‐oriented leadership, satisfaction and performance in work groups

Abstract

PurposeTo analyse the impact of change‐oriented leaders on group outcomes. An explanatory model is proposed, in which the team climate (in particular as it relates to innovation) mediates between change‐oriented leadership and group outcomes, while group potency reinforces this relationship.Design/methodology/approachThis study is designed as a correlative and cross‐level research. The sample comprises 318 health‐care professionals in 78 health‐care teams at different public hospitals throughout Spain.FindingsHierarchical regression analysis was used to evaluate mediating and moderating effects. Results offer considerable empirical support for the proposed model.Research limitations/implicationsIt would be of interest to increase the sample, differentiate it by service, and to get samples from other sectors, as well as to carry out experimental and longitudinal research. It would also be interesting to further explore the conditions that implement change‐oriented leadership impact, analysing environment, external relations and so on, to examine the relationships between other variables and to study their effects on new forms of work organisation and on virtual teams.Practical implicationsTo make more useful change‐oriented leader actions, it would be advisable to identify, modify or improve team climate, using strategies such as management by objectives, delegation and empowerment and so on. It would also be necessary to boost group potency before going ahead with change, for example, by developing the skills of team members, or by fostering the self‐confidence of the team.Originality/valueThis paper contributes to developing actual research about how change‐oriented leaders influence team outputs.