Modelling leadership and team performance: the moderation of politics and leadership self-efficacy

Chieh Peng Lin*, Chu Mei Liu, Sheng Wuu Joe, Kuang Jung Chen, Chia Chen Tsai

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

1 Scopus citations


This study develops a research model that explains the development of team performance based on team reflexivity theory and social cognitive theory. In the model, team performance relates to considerate leadership and autocratic leadership indirectly via the mediation of team reflexivity. At the same time, politics and leadership self-efficacy are hypothesised as moderators in the model. Primary and secondary data were used via a two-wave investigation from three different sources for verifying our hypotheses. The team-level analyses show that team reflexivity mediates the positive relationship between considerate leadership and team performance. Politics positively moderates the relationship between autocratic leadership and team reflexivity. Leadership self-efficacy positively moderates the relationships between autocratic leadership and team reflexivity and between considerate leadership and team reflexivity. Finally, research implications based on our empirical results are discussed.

Original languageEnglish
Pages (from-to)1-19
Number of pages19
JournalTotal Quality Management and Business Excellence
StatePublished - 17 Jul 2020


  • considerate leadership
  • leadership self-efficacy
  • politics
  • team performance
  • team reflexivity

Cite this