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SHARED LEADERSHIP AND TEAM SATISFACTION: THE MODERATING ROLE OF EXTRAVERSION HETEROGENEITY

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Date Issued:
2014
Abstract/Description:
A between-groups design experiment was conducted to examine the effect of extraversion heterogeneity as a moderator between shared leadership and team satisfaction. It was hypothesized that the relationship between shared leadership and team satisfaction would be moderated by extraversion heterogeneity, such that (a) the relationship would be positive for teams in which members are similar in their levels of extraversion, and (b) the relationship would be negative for teams in which members are dissimilar in their levels of extraversion. Data regarding extraversion, shared leadership behavior, and team satisfaction was collected from 30 teams comprised of 90 participants. The findings did not support the hypothesis, showing no interaction. However, exploratory analyses did find evidence for the moderating role of agreeableness heterogeneity in the relationship between shared leadership and team satisfaction. The findings are discussed and implications for future research are presented.
Title: SHARED LEADERSHIP AND TEAM SATISFACTION: THE MODERATING ROLE OF EXTRAVERSION HETEROGENEITY.
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Name(s): Reyes, Denise, Author
Salas, Eduardo, Committee Chair
University of Central Florida, Degree Grantor
Type of Resource: text
Date Issued: 2014
Publisher: University of Central Florida
Language(s): English
Abstract/Description: A between-groups design experiment was conducted to examine the effect of extraversion heterogeneity as a moderator between shared leadership and team satisfaction. It was hypothesized that the relationship between shared leadership and team satisfaction would be moderated by extraversion heterogeneity, such that (a) the relationship would be positive for teams in which members are similar in their levels of extraversion, and (b) the relationship would be negative for teams in which members are dissimilar in their levels of extraversion. Data regarding extraversion, shared leadership behavior, and team satisfaction was collected from 30 teams comprised of 90 participants. The findings did not support the hypothesis, showing no interaction. However, exploratory analyses did find evidence for the moderating role of agreeableness heterogeneity in the relationship between shared leadership and team satisfaction. The findings are discussed and implications for future research are presented.
Identifier: CFH0004561 (IID), ucf:45199 (fedora)
Note(s): 2014-05-01
B.S.
Sciences, Dept. of Psychology
Bachelors
This record was generated from author submitted information.
Subject(s): shared leadership
team satisfaction
extraversion
extraversion heterogeneity
personality
Big 5
Persistent Link to This Record: http://purl.flvc.org/ucf/fd/CFH0004561
Restrictions on Access: public
Host Institution: UCF

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