Página 1 dos resultados de 216 itens digitais encontrados em 0.004 segundos

‣ Leader-organization fit: comparing the effectiveness of paternalistic and transformational leadership in different organizational cultures

Zarconi, Lucas
Fonte: Fundação Getúlio Vargas Publicador: Fundação Getúlio Vargas
Tipo: Dissertação
Português
Relevância na Pesquisa
68.937964%
Research on paternalistic leadership (PL) has been based exclusively on national cultures´ differences. However there are cues that other contextual variables can add to the explanation of this construct. Due to its capacity to influence expectations of individuals in organizations, organizational culture can contribute to fill this gap. To test if organizational culture influences the effectiveness of leadership style, we conducted two experimental studies using Amazon’s Mechanical Turk, comparing effects of paternalistic and transformational leadership on followers’ outcomes. Using video clips and vignettes, we found that PL is better related to followers´ outcomes in cultures oriented to people than outcome, and that TL has a better relationship in cultures oriented to innovation than stability. The results suggest that organizational culture helps in explaining PL endorsement, and that further analysis of the influence of this variable to PL can provide a better understanding of the expression of this leadership style in organizations.

‣ Transformational leadership : theory, research, and application to sports

Gomes, António Rui
Fonte: Nova Science Publicador: Nova Science
Tipo: Parte de Livro
Publicado em //2014 Português
Relevância na Pesquisa
69.345547%
Analyzing the influence of coaches on athlete performance and on the psychological experiences of team members (e.g., motivation, satisfaction, and cohesion) is a fascinating endeavor. Thus, it is not surprising that several authors have dedicated considerable effort to studying coaches’ mental representations and actions being proposed important conceptual models (Chelladurai, 1993; Côté, Salmela, Trudel, Baria, & Russell, 1995; Smoll & Smith, 1989; Jowett, 2007). Despite the unequivocal interest in these proposals, insufficient attention has been given to recent developments in leadership research, namely charismatic and transformational leadership (Bass, 1985; Burns, 1978; Conger & Kanungo, 1987; House, 1977). Therefore, analyzing the application of transformational leadership in sports contexts becomes important. Taking this need into consideration, this chapter aims to: (a) review the theoretical proposals and research conducted regarding charismatic/transformational leadership in several organizational contexts; (b) review the research conducted regarding transformational leadership in sports; and (c) propose conceptual, empirical, and practical guidelines concerning the application of transformational leadership in sports.

‣ Transformational leadership effectiveness in implementing corporate social responsibility strategies : an empirical study of the largest firms in Portugal

Lacerda, Teresa Maria Raposo Dias de Oliveira Correia de
Fonte: Instituto Superior de Economia e Gestão Publicador: Instituto Superior de Economia e Gestão
Tipo: Dissertação de Mestrado
Publicado em /02/2010 Português
Relevância na Pesquisa
69.39206%
Mestrado em Marketing; Do ponto de vista conceptual, a liderança transformacional tem sido apontada como fundamental para o desenvolvimento de estratégias focadas no interesse comum da comunidade, incluindo a ética como elemento necessário na análise estratégica. Estudando estas dinâmicas, podemos construir uma estrutura de análise, que incorpore as empresas como agentes principais no processo de desenvolvimento sustentável. Este trabalho de investigação tem por objectivo principal analisar o impacto que o constructo completo de liderança transformacional, com a inclusão da integridade ética, tem ao nível da implementação de estratégias de responsabilidade social. Para o efeito, foi realizado um inquérito às maiores empresas portuguesas, durante o segundo trimestre deste ano. Foram recolhidos 50 questionários preenchidos pelas empresas participantes. De acordo com as expectativas, as evidências empíricas apontaram para uma relação positiva significativa entre liderança transformacional e a orientação estratégica para a responsabilidade social. Destacando, duas das dimensões da liderança transformacional: inspiração motivacional e consideração individual como estando positivamente associadas à implementação de estratégias de responsabilidade social. Surpreendentemente...

‣ Using transformational leadership to enhance the development of corporate strategy focused on a community’s common interests

Veríssimo, José Manuel; Lacerda, Teresa
Fonte: ISEG - ADVANCE Publicador: ISEG - ADVANCE
Tipo: Outros
Publicado em //2012 Português
Relevância na Pesquisa
69.20906%
Little systematic research has been conducted to advance understanding of how transformational leadership enhances the development of corporate strategy focused on a community’s common interests. Using data from 50 Portuguese firms, we examined the role played by transformational leadership and its four dimensions—namely, idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration—as well as ethical integrity in firms’ strategic orientation to corporate social responsibility. The results indicated that transformational leadership is significantly positively related to a firm’s strategic orientation to corporate social responsibility. However, leaders’ ethical integrity was not significantly linked to the adoption of corporate social responsibility practices. These findings suggest that further research is needed in regard to leaders’ ethical integrity and firms’ social responsibility orientation. Practitioners may also benefit from these findings by using them to transform themselves into “truly transformational leaders” who incorporate corporate social responsibility as a core strategic value within their firms.

‣ How to motivate managers for CSR?: commitment to CSR by transformational leadership in meetings

Wabitsch, Vanessa Vivian
Fonte: Instituto Universitário de Lisboa Publicador: Instituto Universitário de Lisboa
Tipo: Dissertação de Mestrado
Publicado em //2014 Português
Relevância na Pesquisa
69.554062%
Dissertation submitted as partial requirement for the conferral of Master in Marketing / JEL Justification System: M10 – General; M14 – Corporate Culture; Social Responsibility.; Purpose: The aim of this research is to examine how it is possible to continuously motivate managers from different departments for Corporate Social Responsibility (CSR). The goal is to investigate if and how CSR leaders can realize commitment to CSR by conducting meetings in transformational leadership style. Methodology: The study uses a combination of theoretical and empirical research. Theoretical research contracts and contrasts knowledge of the areas CSR, transformational leadership and meetings in new ways. By empirical research qualitative and quantitative data is attained by 12 interviews with CSR leaders and managers of 6 Australian organizations. Findings: Transformational leadership clearly motivates managers for CSR in meetings, because it enhances trust, understanding and commitment to CSR. All of the transformational leadership components are relevant and leaders can enhance them by specific behaviors. The motivational effects of various transformational leadership elements depend on characteristics of the audience such as position...

‣ Transformational leaders and work performance: the mediating roles of identification and self-efficacy

Cavazotte,Flávia; Moreno,Valter; Bernardo,Jane
Fonte: ANPAD - Associação Nacional de Pós-Graduação e Pesquisa em Administração Publicador: ANPAD - Associação Nacional de Pós-Graduação e Pesquisa em Administração
Tipo: Artigo de Revista Científica Formato: text/html
Publicado em 01/12/2013 Português
Relevância na Pesquisa
58.877295%
In this study we investigate the connections between transformational leadership and subordinate formal and contextual performance among Brazilian employees. We also proposed and tested two mediating processes through which transformational leaders would enhance the performance of their staff: stronger follower identification with the leader and efficacy beliefs. These relations were tested with a sample of 107 managers from a multinational company that operates in the financial sector. The proposed structural equation model was assessed with Partial Least Squares (PLS) techniques. The results suggest that perceived transformational leadership is associated with higher levels of task performance and helping behaviors. Moreover, the proposed mediating processes were empirically supported. We discuss implications for theory and practice.

‣ Comment le groupe informel agit sur la relation entre le leadership transformationnel et le climat organisationnel

Hass, Carolyn
Fonte: Université de Montréal Publicador: Université de Montréal
Tipo: Thèse ou Mémoire numérique / Electronic Thesis or Dissertation
Português
Relevância na Pesquisa
59.482705%
Ce mémoire a pour objet l’influence du groupe informel sur la relation entre le leadership transformationnel et le climat organisationnel. Dans un premier temps, nous examinerons la théorie sur le leadership transformationnel. Le lien entre ce style de leadership et le climat organisationnel est à l’étude, car il semble que ces deux variables sont liés aux perceptions qu’ont les employés de leur vécu en organisation. Les résultats de notre étude confirment effectivement cette première hypothèse. L’objectif central de notre recherche consiste à voir comment le groupe informel agit sur la relation entre le leadership transformationnel et le climat organisationnel. D’abord, nous nous intéresserons sur l’appartenance à un groupe informel comme variable modératrice de la relation entre nos deux autres variables. Par contre, les résultats des analyses présentés n’ont pas réussi à confirmer ce modèle. Ensuite, nous étudierons le groupe informel en tant que variable médiatrice, où le chemin entre le leadership transformationnel et le climat organisationnel serait plutôt indirecte. Nos analyses démontrent que nos trois variables sont corrélées entre-elles, mais qu’en contrôlant pour l’effet du leadership transformationnel...

‣ Transformational leadership in nursing practice

Doody, Owen; Doody, Catriona M.
Fonte: Mark Allen Healthcare Publicador: Mark Allen Healthcare
Tipo: info:eu-repo/semantics/article; all_ul_research; ul_published_reviewed
Português
Relevância na Pesquisa
59.06482%
peer-reviewed; Traditionally, nurses have been over-managed and led inadequately, yet today they face unprecedented challenges and opportunities. Organisations constantly face changes that require an increasingly adaptive and flexible leadership. This type of adaptive leadership is referred to as ‘transformational’; under it, environments of shared responsibilities that influence new ways of knowing are created. Transformational leadership motivates followers by appealing to higher ideas and moral values, where the leader has a deep set of internal values and ideas. This leads to followers acting to sustain the greater good, rather than their own interests, and supportive environments where responsibility is shared. This article focuses on transformational leadership and its application to nursing through the four components of transformational leadership. These are: idealized influence; inspirational motivation; intellectual stimulation; and individual consideration.

‣ Emotional Intelligence and Leadership in Organization: A Meta-analytic Test of Process Mechanisms

Whitman, Daniel S
Fonte: FIU Digital Commons Publicador: FIU Digital Commons
Tipo: Artigo de Revista Científica Formato: application/pdf
Português
Relevância na Pesquisa
58.965156%
The present study – employing psychometric meta-analysis of 92 independent studies with sample sizes ranging from 26 to 322 leaders – examined the relationship between EI and leadership effectiveness. Overall, the results supported a linkage between leader EI and effectiveness that was moderate in nature (ρ = .25). In addition, the positive manifold of the effect sizes presented in this study, ranging from .10 to .44, indicate that emotional intelligence has meaningful relations with myriad leadership outcomes including effectiveness, transformational leadership, LMX, follower job satisfaction, and others. Furthermore, this paper examined potential process mechanisms that may account for the EI-leadership effectiveness relationship and showed that both transformational leadership and LMX partially mediate this relationship. However, while the predictive validities of EI were moderate in nature, path analysis and hierarchical regression suggests that EI contributes less than or equal to 1% of explained variance in leadership effectiveness once personality and intelligence are accounted for.

‣ Spirituality and Transformational Leadership in Education

Riaz, Omar
Fonte: FIU Digital Commons Publicador: FIU Digital Commons
Tipo: Artigo de Revista Científica Formato: application/pdf
Português
Relevância na Pesquisa
69.69375%
The purpose of this study was to investigate the relationship between school principals’ self-reported spirituality and their transformational leadership behaviors. The relationship between spirituality and transactional leadership behaviors was also explored. The study used Bass and Avolio’s (1984) Full Range Leadership Model as the theoretical framework conceptualizing transformational leadership. Data were collected using online surveys. Overall, six principals and sixty-nine teachers participated in the study. Principal surveys contained three parts: the Multifactor Leadership Questionnaire (MLQ Form-5X Short), the modified Spirituality Well-Being Scale (SWBS) and demographic information. Teacher surveys included two parts: the MLQ-5X and demographic information. The MLQ-5X was used to identify the degree of principals’ transformational and transactional leadership behaviors. The modified SWBS (Existential Well Being) was used to determine principals’ degree of spirituality. The correlation coefficients for the transformational leadership styles of inspirational motivation and idealized behavioral influence were significantly related to principals’ spirituality. In addition, a multiple regression analysis including the five measures of transformational leadership as predictors suggested that spirituality is positively related to an individual’s transformational leadership behaviors. A multiple regression analysis utilizing a linear combination of all transformational leadership and transactional measures was predictive of spirituality. Finally...

‣ The role of leader emotional intelligence in transformational leadership, employee trust, change cynicism and intention to leave.

Ferres, Natalie
Fonte: Universidade de Adelaide Publicador: Universidade de Adelaide
Tipo: Tese de Doutorado
Publicado em //2006 Português
Relevância na Pesquisa
58.803755%
Much has been written in the popular media about the importance of emotional intelligence (EI) in determining exceptional leadership. The present research contributes to the academic literature by studying the direct and indirect effects of leader EI on a number of organisational variables. Study 1 was the main focus of the research and progressed in three stages. The first involved the development of a measurement model of an employee survey. Respondents reported on their leaders' EI and transformational leadership (TL), and self reported on their own attitudes and intentions. Drawing on exploratory (n = 218) and confirmatory factor analysis (n = 230) results, an eight dimensional model was supported. The emergent factors consisted of EI-perception, EI-management, TL-inspiring influence, TL-concern/behaviour, change cynicism and intention to leave. Secondly, a structural model of relationships between the emergent factors was examined then compared to alternative models (n = 448). The best-fitting model showed that leader EI was associated with employees' intentions to leave and change cynicism via TL and trust. Significant relationships between both EI variables and each TL factor were evidenced. At both stages, the results were successfully cross-validated in a sample from a different organisation (n = 339) and controlled for dispositional trust levels and geographic location. Third...

‣ Spirituality and transformational leadership in education

Riaz, Omar
Fonte: FIU Digital Commons Publicador: FIU Digital Commons
Tipo: Artigo de Revista Científica
Português
Relevância na Pesquisa
59.652114%
The purpose of this study was to investigate the relationship between school principals' self-reported spirituality and their transformational leadership behaviors. The relationship between spirituality and transactional leadership behaviors was also explored. The study used Bass and Avolio's (1984) Full Range Leadership Model as the theoretical framework conceptualizing transformational leadership. Data were collected using online surveys. Overall, six principals and sixty-nine teachers participated in the study. ^ Principal surveys contained three parts: the Multifactor Leadership Questionnaire (MLQ Form-5X Short), the modified Spirituality Well-Being Scale (SWBS) and demographic information. Teacher surveys included two parts: the MLQ-5X and demographic information. The MLQ-5X was used to identify the degree of principals' transformational and transactional leadership behaviors. The modified SWBS (Existential Well Being) was used to determine principals' degree of spirituality. The correlation coefficients for the transformational leadership styles of inspirational motivation and idealized behavioral influence were significantly related to principals' spirituality. In addition, a multiple regression analysis including the five measures of transformational leadership as predictors suggested that spirituality is positively related to an individual's transformational leadership behaviors. A multiple regression analysis utilizing a linear combination of all transformational leadership and transactional measures was predictive of spirituality. Finally...

‣ The Relationships between Elementary School Principals' Emotional Intelligence, Leadership Style and School Culture

Segredo, Mirta R.
Fonte: FIU Digital Commons Publicador: FIU Digital Commons
Tipo: Artigo de Revista Científica Formato: application/pdf
Português
Relevância na Pesquisa
59.218496%
The role of the principal in school settings and the principal’s perceived effect on student achievement have frequently been considered vital factors in school reform. The relationships between emotional intelligence, leadership style and school culture have been widely studied. The literature reveals agreement among scholars regarding the principal’s vital role in developing and fostering a positive school culture. The purpose of this study was to explore the relationships between elementary school principals’ emotional intelligence, leadership style and school culture. The researcher implemented a non-experimental ex post facto research design to investigate four specific research hypotheses. Utilizing the Qualtrics Survey Software, 57 elementary school principals within a large urban school district in southeast Florida completed the Emotional Quotient Inventory (EQ-i), and 850 of their faculty members completed the Multifactor Leadership Questionnaire (MLQ Form 5X). Faculty responses to the school district’s School Climate Survey retrieved from the district’s web site were used as the measure of school culture. Linear regression analyses revealed significant positive associations between emotional intelligence and the following leadership measures: Idealized Influence-Attributes (β = .23...

‣ Using transformational leadership to enhance the development of corporate strategy focused on a community’s common interests

Veríssimo, José; Lacerda, Teresa C.
Fonte: ISEG – Departamento de Gestão Publicador: ISEG – Departamento de Gestão
Tipo: Trabalho em Andamento
Publicado em //2012 Português
Relevância na Pesquisa
69.20906%
Little systematic research has been conducted to advance understanding of how transformational leadership enhances the development of corporate strategy focused on a community’s common interests. Using data from 50 Portuguese firms, we examined the role played by transformational leadership and its four dimensions—namely, idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration—as well as ethical integrity in firms’ strategic orientation to corporate social responsibility. The results indicated that transformational leadership is significantly positively related to a firm’s strategic orientation to corporate social responsibility. However, leaders’ ethical integrity was not significantly linked to the adoption of corporate social responsibility practices. These findings suggest that further research is needed in regard to leaders’ ethical integrity and firms’ social responsibility orientation. Practitioners may also benefit from these findings by using them to transform themselves into “truly transformational leaders” who incorporate corporate social responsibility as a core strategic value within their firms.

‣ Linking transformational leadership and organisation commitment

Rua, Orlando Manuel Lima; Araújo, João
Fonte: ISAG - EUROPEAN BUSINESS SCHOOL Publicador: ISAG - EUROPEAN BUSINESS SCHOOL
Tipo: Conferência ou Objeto de Conferência
Publicado em //2014 Português
Relevância na Pesquisa
68.885283%
The main goal of this paper is to analyse the impacts of transformational leadership on organisational commitment. To this effect we developed a case study following a quantitative methodological approach. The research was conducted at the Serralves Foundation (Porto, Portugal) to empirically test the proposed research model and its hypothesis. The empirical results confirm that transformational leadership are not significantly influenced by commitment. As the main limitation of this study we highlight the fact that it does not consider the leaders’ perspective on their subordinates’ behaviour.

‣ Liderazgo transformacional y la facilitación de la aceptación al cambio organizacional.; Liderança transformacional e facilitação da aceitação à mudança organizacional.; Transformational leadership and the facilitation of of the acceptance of organizational change.

García Rubiano, Mónica
Fonte: Pontificia Universidad Javeriana Cali Publicador: Pontificia Universidad Javeriana Cali
Tipo: info:eu-repo/semantics/article; "Artículo revisado por pares"; info:eu-repo/semantics/publishedVersion; Artículo Formato: application/pdf; application/pdf; application/pdf
Português
Relevância na Pesquisa
68.964434%
Objetivo. El objetivo de esta investigación fue evaluar la relación entre el estilo de liderazgo transformacional y la aceptación al cambio organizacional en trabajadores de dos empresas de Bogotá, pertenecientes al sector económico terciario. Método. Es una investigación no experimental con un diseño correlacional. Se aplicó el instrumento de medición al cambio organizacional (IMC) a 9 jefes o líderes de cargos medios y el cuestionario liderazgo  multifactor  (MLQ)  a  62  operarios.  Resultados.  En  los  resultados  se  evidencian  asociaciones significativas  y  positivas  entre efectividad  y  comunicación  en  un  0,685.  Conclusión.  Se  concluye  que  la comunicación y la actitud al cambio son elementos importantes en un proceso de cambio organizacional. Para efectos de futuras investigaciones se podría ampliar la muestra y adaptar el cuestionario de liderazgo transformacional a la población colombiana.; O escopo de esta pesquisa foi avaliar a relação entre a forma de liderança transformacional e a aceitação à mudança  organizacional  em  trabalhadores  de  duas  empresas  de  Bogotá  pertencentes  ao  setor  econômico terciário.  Metodologia.  É  uma  pesquisa  não  experimental  com  um  desenho  cor  relacional.  Foi  aplicado o  instrumento  de medição à mudança organizacional  (IMC) em 9  chefes  ou  líderes  de  cargos médios e  o questionário  liderança  multi-fator. (MLQ) em 62 operários.  Resultados. Nos resultados foram evidenciadas associações significativas e positivas entre a efetividade e comunicação em um 0...

‣ Transformational leadership and outcomes: role of supervisor’s organizational embodiment

Wu, Hao
Fonte: University of Delaware Publicador: University of Delaware
Tipo: Tese de Doutorado
Português
Relevância na Pesquisa
68.885283%
Eisenberger, Robert; Organizational identification has been proposed to mediate the transformational leadership-empowerment association. Using a sample of 327 employees, we examined supervisor’s organizational embodiment (SOE) as an intervening variable in the process. The results showed that SOE moderated the relationship between transformational leadership behavior and organizational identification, which in turn influenced empowerment. In addition, empowerment was found to mediate the relationship between TLB and in-role and extra-role performance.; University of Delaware, Department of Psychology; M.A.

‣ Brazilian executives: in the opposite sense of the transformational leadership deified profile; ; Executivos brasileiros: na contramão do perfil deificado da liderança transformacional

Carvalho Neto, Antonio; Tanure, Betania; Santos, Carolina Maria Mota; Lima, Gustavo Simão
Fonte: Universidade Federal de Santa Catarina Publicador: Universidade Federal de Santa Catarina
Tipo: info:eu-repo/semantics/article; info:eu-repo/semantics/publishedVersion; ; Pesquisa Teórico-empírica; ; Formato: application/pdf
Publicado em 26/04/2012 Português
Relevância na Pesquisa
59.358237%
DOI: http://dx.doi.org/10.5007/2175-8077.2012v14n32p35The goal of this article is to relate the psychological type of the executives who are in the strategic level of corporations in Brazil with the characteristics showed in the literature about transformational leadership. The last, although deified, is the most mentioned by the current literature. The theoretical framework presents a synthesis of the literature on leadership, from the 1960s to the Theory of transformational leadership. We used the MBTI (Myers-Briggs Type Indicator), an indicator of psychological types based on Carl G. Jung work. A quantitative research with the width of the one that originated this work is rare in literature; we applied the MBTI in a sample of 430 executives. The research reveals that exists more divergence than convergence among the characteristics found in Brazilian executives and the characteristics of transformational leadership. Brazilian leaders show difficulty to see the need for changes while transformational leaders are said to be more capable to lead people. Brazilian executives are hard and inflexible when the situation demands, unlike what the Theory of transformational leadership says. Empathy and concern with those who are led are characteristics of transformational leaders that are not so present among Brazilian leaders.; ; DOI: http://dx.doi.org/10.5007/2175-8077.2012v14n32p35O objetivo deste artigo é relacionar o tipo psicológico dos executivos que atuam no nível estratégico das grandes empresas com as características que a literatura aponta para o líder transformacional que...

‣ The relationship between leadership styles, innovation and organisational performance: A systematic review

Sethibe,Tebogo; Steyn,Renier
Fonte: South African Journal of Economic and Management Sciences Publicador: South African Journal of Economic and Management Sciences
Tipo: Artigo de Revista Científica Formato: text/html
Publicado em 01/01/2015 Português
Relevância na Pesquisa
58.987495%
This paper is an attempt to consolidate the published scientific knowledge about the impact of leadership styles on the relationship between innovation and organisational performance. Concepts, statements and conceptual frameworks were used as structure to analyse the body of scientific knowledge. After consulting 31 major research databases using the systematic literature review methodology, only seven journals articles that examined the link between leadership, innovation and organisational performance were identified. The synthesis of the journal articles revealed (a) that consensus exists among researchers as far as the relevant concepts are concerned; (b) that most agree on the definition of leadership and innovation but that a uniform understanding of what constitutes organisational performance is lacking; and (c) that conceptual models are too simplistic and do not consider mediator variables or multiple financial criteria measures. The findings further reveal that innovation is significantly and positively related to superior organisational performance, and that, although transformational leadership style is significantly and positively related to innovation, transactional leadership style is more appropriate when the aim is to instil a culture of innovation. Transformational leadership style...

‣ Leader emotional intelligence, transformational leadership, trust and team commitment: Testing a model within a team context

Schlechter,Anton F; Strauss,Jacoba J
Fonte: SA Journal of Industrial Psychology Publicador: SA Journal of Industrial Psychology
Tipo: Artigo de Revista Científica Formato: text/html
Publicado em 01/01/2008 Português
Relevância na Pesquisa
69.021597%
This exploratory study tested a model within a team context consisting of transformational-leadership behaviour, team-leader emotional intelligence, trust (both in the team leader and in the team members) and team commitment. It was conducted within six manufacturing plants, with 25 teams participating. Of the 320 surveys distributed to these teams, 178 were received (which equals a 56% response rate). The surveys consisted of the multi-factor leadership questionnaire (MLQ), the Swinburne University emotional intelligence test (SUEIT), the organisational-commitment scale (OCS) (adapted for team commitment) and the workplace trust survey (WTS). The validity of these scales was established using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). The Cronbach alpha was used to assess the reliability of the scales. The model was tested using structural equation modelling (SEM); an acceptable level of model fit was found. Significant positive relationships were further found among all the constructs. Such an integrated model has not been tested in a team context before and the positive findings therefore add to existing teamwork literature. The finding that transformational leadership and leader emotional intelligence are positively related to team commitment and trust further emphasises the importance of effective leadership behaviour in team dynamics and performance.