Antecedents of Group Member Performance: An Examination of Leader-Member Dyadic Interaction Agreement and Servant Leadership

• In Event: Group and Work Team Interactions: Antecedents, Processes, and Outcomes

Abstract

Integrating the theories of conversational constraint theory and relational dyadic communication perspective, this study investigated how leader-member dyadic interaction agreement and servant leadership influence group member performance. Using hierarchical linear modeling (HLM) with data obtained from a sample of 510 employees representing 65 work groups in 3 organizations, a model was tested. Results show that the positive relationship between servant leadership and group member performance was stronger in the presence of high leader-member dyadic interaction agreement. This study sheds light on leader-member dyadic interaction agreement-based communication effects on the moderating processes by which servant leadership impacts group member performance.

Authors

• Hassan Abu Bakar, U of Utara - Malaysia

• Robert M. McCann, U of California - Los Angeles