Style; Impact on Routines and Team Performance
It is suggested that Transformational Leadership Style will cause a change in routines in maximum situations that will translate to higher team performance. Using the Input-Process-Outcome model, the study examines the Input of Leadership Styles as espoused in the Full Range
Leadership Model; Transformation Leadership and Transactional
Leadership, the Processes of Team Routines and the Outcome of Team
Performance. The study will collect data from military units in the
Singapore Armed Forces called sections who are led by Section
Commanders. The Multifactor Leadership Questionnaire 5X will be used in measuring the type of leader of each section. Regression is used to analyse the hypothesis. It is predicted that military sections (teams) led by section commanders with transformational leadership styles will influence a greater change in routines in maximum situations and outperform teams lead by leaders with transactional leadership styles.
The study will also discuss the implications of results, limitations of the study and direction for future research.
Introduction
In every organization, there is a need to improve the performance of teams and it is no different in the Singapore Armed Forces (SAF). performances and effectiveness of teams.
Many variables dtermine
In the military, the hieratical structure,
burecractic nature of the organisation influenced, by a strong culture of discipline and values, founded on systems and processes placed a great importance of the leaderfollower relationship and its impact on individual, team and organizational performance.
In the SAF, the situation is even more unique as the military is a conscript military comprising both regular career professionals with young men who are serving their nation by way of their national obligation.
These young men, termed as National
Servicemen
References: Avolio, B.J., Bass, B.M., & Jung, D.I. (1999). Reexamining the components of transformational and transactional leadership using multifactor leadership questionnaire Bacharach, S.B., Bamberger, P.R., & Conley, S.C., (1990). Work processes, role conflict, and role overload: The case of nurses and engineers in the public sector Bass, B. M., (1985). Leadership and performance beyond expectations. New York: Free Press. Bass, B.M., Avolio, B.J., (1994). Improving Organizational Effectiveness through Transformational Leadership Bass, B. M., Avolio, B. J., Jung, D. I., Berson, Y. (2003). Predicting Unit Performance by assessing transformational and transactional leadership Cannon-Bowers, J.A., Salas, E., & Converse, S.A. (1993). Shared mental models in expert team decision making Conger, J.,A., & Kanungo, R.,N., (1988). The Empowerment Process: Integrating Theory and Practice. Divir, T., Eden, D., Avolio, B.J., Shamir, B. (2002). Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment Dyer, J. (1984). Team research and team training: A state-of-the-art review. In F.A. Muckler (Ed.). Gersick, C. L., Harckman, J. R., (1990). Habitual routines in Task Performing Groups, Organizational Behavior and Human Decision Processes, 47, 65-97. Kark, R., Shamir, B., & Chen, G. (2003). The Two Faces of Transformational Leadership: Empowerment and Dependency Kozlowshi, S.W.J., & Bell, B.S. (2003). Work groups and teams in organizations. In WC. Borman, D.R. Lim, B. C. (2008). Types of Teams, Psychology Matters, 5,5. Lim, B. C., & Klein, K.K., (2006). Team mental models and team performance: A field study of the effects of tem mental model similarity and accuracy Lim, B. C., Polyhart, R. E. (2004). Transformational Leadership: Relations to the Five-Factor Module and Team Performance in Typical and Maximum Contexts Mathieu, J. E., Heffner, T. S., Goodwin, G. F., Salas, E., & Cannon-Bowers, J. A. (2000). The influence of shared mental models on team process and performance Mathieu, J. E., Maynard, T. M., Rapp, T., & Gilson, L. (2008). Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse into the Future Mathieu, J. E., Marks, M. A., & Zacaro, S.J. (2001). Multi-team systems. In N. Anderson, D. Ones, H.K. McGrath, J.E. (1964). Social psychology: A brief introduction. New York: Holt, Rinehart & Winston. McIntyre, R. M., & Salas, E. (1995). Measuring and managing for team performance: Emerging principles from complex environments Mohammed, S., Dumville, C. B. (2001). Team mental models in a team knowledge framework: Expanding theory and measurement across disciplinary boundaries Orasanu, J., & Salas, E. (1993). Team decision making in complex environments. In G.A. Klein , J. 20 Sackett, P., R.,Zedeck, S., Fogli., (1988) Salas, E., Bowers, C.A., & Cannon-Bowers, K. A., (1995). Military Team Research: 10 years of progress. Steiner, I. (1972). Group processes and productivity. New York: Academic Press. Weick, K.E. (1979). Cognitive Processes in Organizations. In B.M. Staw (ed.), Research in Organizational Behavior, Vol1, Greenwich, CT: JAI Press, 1979. Weiss, H. W., Ilgen, D. R., (1995). Routinized Behavior in Organizations. The Journal of Behaviourial Economics, 14, 57-67.