Getting Everyone on Board
研究基于101个子公司高层管理团队，发现CEO对每位成员均等施以变革型领导能提升团队效能与公司绩效，而差异化对待则通过破坏团队动力产生负面影响，且女性CEO和道德不一致的CEO负面效应更强。
Drawing on the principles of upper echelons theory and team leadership research and using 101 subsidiary top management teams (TMTs), our study revealed that subsidiary CEO transformational leadership that was focused evenly on every TMT member increased team effectiveness and firm performance, whereas leadership that differentiated among individual members decreased both outcomes. By differentiating the amount of individual consideration and intellectual stimulation across TMT members, CEOs unintentionally disrupted the team’s dynamics (team potency), ultimately reducing team effectiveness and subsidiary firm performance ratings. Furthermore, CEO gender and moral inconsistency across executives served as moderators of the detrimental effects of differentiated leadership on the outcomes. The negative effect of differentiated leadership behavior was stronger among female CEOs and those who failed to consistently exhibit moral behaviors that might justify differentiation in transformational leadership.