| This study developed and tested a model of the relationship between transformational leadership practices, leader-member exchange (LMX), team-member exchange (TMX), and team effectiveness, including the moderating effect of LMX and TMX on the relationship between transformational leadership practices and team effectiveness. The survey instrument consisted of the 30-item LPI (Kouzes & Posner, 1987), LMX7 (Scandura & Graen, 1984), 10-item TMX (Seers, et al., 1995), 9-item team performance (Schippers, et al., 2003), 2-item team satisfaction (Schippers, et al., 2003) and 5-item intention to stay (Wayne, et al., 1997). The sample consisted of 402 working professionals from a variety of organizations. Results indicated that, as hypothesized, transformational leadership, LMX and TMX were positively related to team effectiveness. Regression results indicated that there was one significant interaction. The quality of LMX has a moderating effect on the relationship between transformational leadership practices and intention to stay. When LMX is high, there is a strong positive relationship between transformational leadership practices and intention to stay, but when LMX is low there is no relationship. LMX does not moderate the relationship between transformational leadership practices and the other two outcome variables: team performance and satisfaction. No support was found for TMX as a moderator between transformational leadership practices and the three outcome variables. The results of this study reveal that the working relationship with co-workers (TMX) has less of an impact on intention to stay than the quality of relationships with supervisors. Implications for practitioners and the directions for future research are presented. |
