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Differentiated Leadership and Group Performance: The Mediating Effect of Group Cohesion

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  • Yu-Chuan Tung
  • Yi-Ping Lin
  • Wen-Hsin Chang

Abstract

The aims of this study are to enhance the effectiveness of group-level differentiated leadership, and to explore the effects of Chinese differentiated leadership on group performance, and how social cohesion mediates the relationship between differentiated leadership and group performance. This study investigated 51 work groups from different enterprises in Taiwan, consisting of 51 supervisors and 230 employees. The results showed that differentiated leadership was positively associated with group social cohesion. Group social cohesion was positively associated with group performance. Finally, social cohesion fully mediated the positive relationship between differentiated leadership and group performance.

Suggested Citation

  • Yu-Chuan Tung & Yi-Ping Lin & Wen-Hsin Chang, 2021. "Differentiated Leadership and Group Performance: The Mediating Effect of Group Cohesion," International Journal of Business and Management, Canadian Center of Science and Education, vol. 14(1), pages 114-114, July.
    • Handle: RePEc:ibn:ijbmjn:v:14:y:2021:i:1:p:114
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    References listed on IDEAS

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    3. Hui, Chun & Law, Kenneth S. & Chen, Zhen Xiong, 1999. "A Structural Equation Model of the Effects of Negative Affectivity, Leader-Member Exchange, and Perceived Job Mobility on In-role and Extra-role Performance: A Chinese Case," Organizational Behavior and Human Decision Processes, Elsevier, vol. 77(1), pages 3-21, January.
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    More about this item

    JEL classification:

    • R00 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General - - - General
    • Z0 - Other Special Topics - - General

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