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Teamwork

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Leadership and Teamwork: The Effects of Leadership and Job
Satisfaction on Team Citizenship
Seokhwa Yun1
Seoul National University
Jonathan Cox
Houston, TX
Henry P. Sims, Jr.
Sabrina Salam
University of Maryland

This study examined how leadership related to citizenship behavior within teams. Leadership was hypothesized to influence team organizational citizenship behavior (TOCB) either directly or indirectly through job satisfaction. Longitudinal data were collected in three waves. Leader behaviors were measured at time 1, follower job satisfaction at time 2, and TOCB at time 3. Results indicate that both empowering and transformational leadership related positively to TOCB through job satisfaction.
Aversive leadership was related negatively to TOCB. Also, leadership was mediated by job satisfaction in negatively relating to team anticitizenship behavior. The implications and directions for future research are discussed.

In what many call the postindustrial age, more and more organizations face high velocity environments which are characterized as dramatically changing, uncertain, and high-risk
(Bourgeois & Eisenhardt, 1988; Riolli-Saltzman & Luthans, 2001). In such a dynamic environment, many organizations find the use of teams efficient and productive (LePine, Erez, &
Johnson, 2002). For example, a recent survey found that most Fortune 1,000 firms use teams with at least some employees and that teams are one of the fastest growing forms of employee
1

This study was supported by the Institute of Management Research of Seoul National University, Korea and by
Grants from the R. H. Smith School of Business, University of Maryland. We dedicate this paper to our late colleague Sabrina Salam.
International Journal of Leadership Studies, Vol. 2 Iss. 3, 2007, pp. 171-193
©2007 School of Global Leadership & Entrepreneurship, Regent

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