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Advisor(s)
Abstract(s)
In this paper we examine how groups develop normative contracts based on beliefs about the
obligations other members of the group must fulfil in order to achieve group goals. The role
played by perceived leadership – task- or relationship-oriented – was analyzed in relation to
the development of relational normative contract and group performance. The study sample
comprised 72 participants (24 groups of 3 members). A member of each team received
training to be a group leader (task- or relationship-oriented leader). All groups worked
on a simulation program: a complex decision-making managerial task. Group regulatory
variables and group processes were evaluated during the simulation. Results showed that
task-oriented leaders effected higher group efficacy and positivism among members of the
group. In contrast, relationship-oriented leaders effected greater cohesion between the group’s
members. The final group performance is explained from the perspective of group efficacy
and the relational normative contract.
Description
Keywords
Normative contract Group processes Group performance Group efficacy Task-oriented leadership Relationship-oriented leadership
Pedagogical Context
Citation
Tabernero, C., Chambel, M. J., Curral, L., & Arana, J. M. (2009). The role of task-oriented versus relationship-oriented leadership on normative contract and group performance. Social Behavior and Personality: An International Journal, 37(10), 1391-1404. https://doi.org/10.2224/sbp.2009.37.10.1391