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EFFECTS OF TEAM DIVERSITY, TRANSFORMATIONAL LEADERSHIP, AND PERCEIVED ORGANIZATIONAL SUPPORT ON TEAM-LEARNING BEHAVIOR

Title
EFFECTS OF TEAM DIVERSITY, TRANSFORMATIONAL LEADERSHIP, AND PERCEIVED ORGANIZATIONAL SUPPORT ON TEAM-LEARNING BEHAVIOR
Authors
Kim, Moonjoo
Ewha Authors
김문주
Issue Date
2017
Journal Title
SOCIAL BEHAVIOR AND PERSONALITY
ISSN
0301-2212JCR Link1179-6391JCR Link
Citation
vol. 45, no. 8, pp. 1255 - 1269
Keywords
team diversitysurface-level diversitydeep-level diversitydifferential attitudes toward diversityteam-learning behaviortransformational leadershipperceived organizational support
Publisher
SOC PERSONALITY RES INC
Indexed
SSCI; SCOPUS WOS
Abstract
I examined the effects of team diversity, and the moderating effects of transformational leadership and perceived organizational support, on team-learning behavior in South Korean companies. I classified diversity into surface-level diversity, deep-level diversity, and differential attitudes toward diversity. I conducted empirical research with 133 teams across 5 industries. As expected, the results showed that team diversity exerted negative effects on team-learning behavior. However, in teams with strong transformational leadership, the negative effects of deep-level diversity diminished, and in teams whose members had a strong perception of organizational support, the negative effects of differential attitudes toward diversity also decreased. Theoretical and managerial implications are discussed.
DOI
10.2224/sbp.6325
Appears in Collections:
경영대학 > 경영학전공 > Journal papers
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