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In agreement? Leader-team perceptual distance in organizational learning affects work performance
Umeå Universitet, Sweden.
Karolinska Institutet, Sweden. (Hållbart arbetsliv)ORCID iD: 0000-0002-4771-8349
Karolinska Institutet, Sweden.
2017 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 75, p. 1-7Article in journal (Refereed) Published
Abstract [en]

Leaders and their teams often differ in their perceptions of organizational issues, which have been suggested to influence both employee well-being and performance. The present study examined leader-team perceptual distance regarding organizational learning and its consequences for employee work performance. Sixty-eight leaders and their teams from the Swedish forest industry participated in the study. Polynomial regression with response surface analyses revealed that the perceptual distance between leaders and their teams regarding organizational learning was related to lowered work performance, beyond the influence of employee ratings alone. The analyses also indicated that work performance tended to decrease when the leader rated organizational learning as higher than the team. Our findings suggest that it is important for organizations to minimize the perceptual distance between the leaders and their teams and that further research on the construct of leader-team perceptual distance is warranted.

Place, publisher, year, edition, pages
2017. Vol. 75, p. 1-7
National Category
Psychology
Identifiers
URN: urn:nbn:se:mdh:diva-38513DOI: 10.1016/j.jbusres.2017.01.016ISI: 000398758400001Scopus ID: 2-s2.0-85015342896OAI: oai:DiVA.org:mdh-38513DiVA, id: diva2:1181787
Available from: 2018-02-09 Created: 2018-02-09 Last updated: 2018-03-28Bibliographically approved

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CiteExportLink to record
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Citation style
  • apa
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  • de-DE
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Output format
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  • asciidoc
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