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Learning value-based leadership in teams: the moderation of emotional regulation

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Abstract

Drawing upon value-based leadership theory, this research proposes a model to elaborate how value-based leadership can be learned by leaders to influence team performance. In the model, team performance is indirectly influenced by benevolent leadership and moral leadership via two mediators that consist of learning goal orientation and interactional justice. At the same time, emotional regulation hypothetically moderates the effects of benevolent leadership and moral leadership on the mediators. Statistical analyses are demonstrated using the team-level data of work teams from large insurance companies in Taiwan. Finally, this study presents training and educational implications based on analytical results.

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Acknowledgements

This research was supported by Ministry of Science and Technology, Taiwan.

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Authors and Affiliations

  1. Institute of Business and Management, National Yang Ming Chiao Tung University, 118, Sec. 1, Jhongsiao W. Rd, Taipei, Taiwan

    Chieh-Peng Lin & Chi Jhang

  2. Department of Information Management, National Chi Nan University, Puli, Taiwan

    Yu-Min Wang

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  1. Chieh-Peng Lin
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Correspondence to Chi Jhang.

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Appendix: Measurement items

Appendix: Measurement items

1.1 Team performance (Source: Lin et al. 2018a, b)

  1. 1.

    Our team has good job productivity.

  2. 2.

    Our team gets its work done very effectively.

  3. 3.

    Our team has performed its job well.

  4. 4.

    Our team results were of high quality.

  5. 5.

    Our team continuously improves job efficiency.

1.2 Learning goal orientation (Source: Brett and VandeWalle 1999)

  1. 1.

    Our team did its best to learn from work assignments.

  2. 2.

    Our team look for opportunities to develop new skills.

  3. 3.

    Our team enjoy learning new skills.

  4. 4.

    Our team is willing to take risks for the purpose of develo** our teamwork ability.

  5. 5.

    Our team strives for obtaining a high level of ability and talent.

1.3 Perceived interactional justice (Source: Moorman 1991)

  1. 1.

    Our team’s leader considers team members’ viewpoint.

  2. 2.

    Our team’s leader refrains from improper remarks or comments.

  3. 3.

    Our team’s leader provides team members with timely feedback about decisions and their implications.

  4. 4.

    Our team’s leader shows concern for our rights as employees.

  5. 5.

    Our team’s leader treats team members in a truthful (respectful) manner.

1.4 Benevolent leadership (Source: Chen et al. 2014)

  1. 1.

    Our team’s leader is like a family member when he/she gets along with us.

  2. 2.

    Our team’s leader devotes all his/her energy to taking care of our team member.

  3. 3.

    Our team’s leader expresses concern about our daily lives.

  4. 4.

    Our team’s leader will help us when we are in an emergency.

  5. 5.

    Our team’s leader takes care of subordinates.

  6. 6.

    Our team’s leader meets our needs according to our personal requests.

  7. 7.

    Our team’s leader encourages us when we encounter arduous problems.

  8. 8.

    Our team’s leader tries to understand what the cause is when we don’t perform well.

1.5 Moral leadership (Source: Chen et al. 2014)

  1. 1.

    Our team’s leader employs people according to their virtues and does not envy others’ abilities and virtues.

  2. 2.

    Our team’s leader doesn’t take the credit for our achievements and contributions for himself/herself.

  3. 3.

    Our team’s leader does not take advantage of us for personal gain.

  4. 4.

    Our team’s leader does not use guanxi (personal relationships) or back-door practices to obtain illicit personal gains.

1.6 Emotional regulation (Source: Tsai et al. 2016)

  1. 1.

    Our team are able to control our temper so that we can handle difficulties rationally.

  2. 2.

    Our team are quite capable of controlling our own emotions.

  3. 3.

    Our team can always calm down quickly when we are very angry.

  4. 4.

    Our team have good control of our own emotions.

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Lin, CP., Jhang, C. & Wang, YM. Learning value-based leadership in teams: the moderation of emotional regulation. Rev Manag Sci 16, 1387–1408 (2022). https://doi.org/10.1007/s11846-021-00483-8

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