Understanding team processes and outcomes: the influence of inclusive and authentic leadership on organisational citizenship behaviour and counterproductive work behaviour

This thesis addresses the research question of how leadership influences team processes and outcomes, through the development and testing of two conceptual models, Model One and Model Two. Both Model One and Model Two were tested using data collected from hard-copy questionnaires completed by 192 team leaders and 586 team members in a total of 192 teams in South Korea. Model One depicts the role of inclusive leadership in organisational citizenship behaviour (OCB) and counterproductive work behaviour (CWB), through the mediating effect of team cooperative goals and team conflict. The data support our model and our arguments relating to the mechanisms explaining inclusive leadership effects and its impact on OCB and CWB. Model One includes two three-path mediating effects such that inclusive leadership enhances team innovation through team dynamics (cooperative goals and conflict) and member behaviour (OCB and CWB). Model Two depicts the role of authentic leadership on OCB and CWB through value congruence and team climate. As for Model One, Model Two includes sequential mediation in which authentic leadership is argued to enhance team effectiveness through team dynamics (value congruence and team climate) and team member behaviour (OCB and CWB). Our results highlight the important roles of value congruence and team climate, and shed light on the team processes and dynamics by which authentic leaders can foster organisational citizenship behaviour and minimise the likelihood of counterproductive work behaviour, which have both been linked to the level of team effectiveness. Together, our findings from Model One and Model Two provide information for organisations, managers and team leaders regarding the impact and mechanisms of effect for inclusive and authentic leadership practice as an important contributor to team outcomes.