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Date Submitted: 05/26/2012 04:47 AM
Academy of Management Journal 2010, Vol. 53, No. 1, 90–106.
CONSEQUENCES OF DIFFERENTIATED LEADERSHIP IN GROUPS
JOSHUA B. WU University of Miami ANNE S. TSUI ANGELO J. KINICKI Arizona State University
This study addressed the unresolved issue of how differentiated leadership (leaders treating individuals within a group differently) affects group effectiveness. We developed and tested a group-level model involving group-focused and individual-focused leadership using three-phased survey data from 70 work groups in eight companies. Results showed that differentiated leadership within groups diminished group effectiveness through creating divergence in leader identification and member self-efficacy and lower group collective efficacy. At the same time, group-focused leadership facilitated group identification and collective efficacy, which positively contributed to group effectiveness. We discuss theoretical and managerial implications of the potential cost of differentiated leadership behaviors in groups.
The study of leadership and of groups1 constitutes two large but separate literatures. Recently, however, researchers have begun to integrate these two literatures in an attempt to understand the role of leadership in group effectiveness (Burke, Stagl, Klein, Goodwin, Salas, & Halpin, 2006; Kozlowski, Gully, Salas, & Cannon-Bowers, 1996). Reviews and meta-analyses (e.g., Bass, Avolio, Jung, & Berson, 2003; Burke et al., 2006) have shown that the bulk of past research on group leadership has examined how leaders affect groups by directly linking leadership with performance at the group level. Recognizing that group leadership requires leader attention to both a group and its individual members (Hirschhorn, 1991), scholars have conducted multilevel studies to examine the influence of leadership on group- and individual-level outcomes (e.g., Chen & Bliese, 2002; Chen, Kirkman, Kanfer, Allen, & Rosen, 2007). Chen et al. (2007), in a study of empowering...