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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. Mulvey, Paul W. & Klein, Howard J., 1998. "The Impact of Perceived Loafing and Collective Efficacy on Group Goal Processes and Group Performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 74(1), pages 62-87, April.
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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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