| 其他摘要 | Nowadays, the team has become a fundamental unit of the organizational structure in an enterprise. How to stimulate team effectiveness has always been one of the key issues in academia and business, while team leaders play a key role in an effective team. As multi-faceted researches in organizational management are on the rise, among which, transformational leadership has attracted great attention from the academic community. In particular, the negative effects, brought by individual-focused transformational leadership behavior, have gradually become a new hot topic for researchers. It is well known that team affective tone and team process are critical factors in team effectiveness mechanism, and transformational leadership is a construct closely related to affective variables, but the two critical factors have not been closely studied in the influencing mechanism of differentiated transformative leadership (DTFL) on team performance. In addition, team affective tone has a unique impact on team process and team effectiveness. Therefore, this study examines the sequential mediational mechanism of team affective tone and team process between DTFL and team effectiveness.A multi-wave questionnaire survey and convenient sampling were adopted in the study. Empirical studies have been conducted on members and leaders from 53 teams and the effective data collected via SPSS25.0 during the process were closely studied by using correlation analysis, regression analysis and hypothesis testing. Hence, relevant conclusion models and hypotheses were drawn after studying a large number of data and materials. After a series of analysis and researches, we have drawn the following conclusions: (1) differentiated transformational leadership (DTFL) was negatively correlated with team high-activation pleasant affective tone; (2) team high-activation pleasant affective tone was positively related to team process; (3) team process was significantly correlated with the four factors which evaluate team effectiveness, namely, team performance evaluated by leaders, team organizational citizenship behavior, team survivability and team satisfaction; (4) DTFL had a negative effect on team performance by impacting team high-activation pleasant affective tone and team process sequentially.The abovementioned conclusions have basically verified our proposed hypotheses and provided themselves as very important theoretical foundation for team management in an organization. Therefore, the present study is significant: on one hand, in the context of Chinese culture, team leaders should strike a certain balance between team-consistency transformational leadership and individually differentiated transformational leadership. On the other hand, team affective tone directly affects the interaction process of team members and ultimately affects the achievement of team performance. As a result, team leaders should focus more on their management of team affect, to stimulate the positive affective tone as much as possible on a reasonable basis, so as to provide a guarantee on positive outcomes. |
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