Are authentic leaders associated with more virtuous, committed and potent teams?

• Autor(a) principal: Rego, A.
• Data de Publicação: 2013
• Outros Autores: Vitória, A., Magalhães, A., Ribeiro, N., Cunha, M. P.
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: http://www.sciencedirect.com/science/journal/10489843; https://ciencia.iscte-iul.pt/public/pub/id/16397; http://hdl.handle.net/10071/7392
• topic: Authentic leadership; Team virtuousness; Team affective commitment; Team potency

Through a team-level analysis, the study shows how authentic leadership (AL) predicts team potency both directly and through the mediating role of team virtuousness and team affective commitment. Data about AL and team virtuousness were collected two months before data collection on team affective commitment and team potency. Fifty-one teams were selected for testing the hypotheses. The main findings are the following: (a) AL predicts team affective commitment through the mediating role of team virtuousness; (b) team virtuousness predicts team potency through the mediating role of team affective commitment; (c) AL predicts team potency through the mediating role of team virtuousness and team affective commitment. By focusing on two positive constructs (AL and team virtuousness), for which interrelations have rarely been explored, the study contributes to the Positive Organizational Scholarship movement, and suggests that AL and virtuousness are good in themselves and also potential facilitators of team success.