The reward–performance relationship in work teams: The role of leader behaviors and team commitment

Abstract

This study investigates the role of team-based reward leadership in regard to team performance by considering the mediating role of team commitment and the moderating effect of abusive supervision. Using a multisource approach, data was gathered from 381 members and 101 immediate supervisors (which represents 101 work teams) in a public safety organization. Results of path analyses show that the relationship between team-based reward leadership and team performance is mediated by team commitment. Moreover, results of hierarchical regression analyses indicate that the relationship between team-based reward leadership and team commitment is moderated by abusive supervision, such that this relationship is stronger when the level of abusive supervision is low. On the whole, the findings of this study help to better understand why and when team-based reward leadership may enhance team performance.

Keywords

abusive supervision leader reward team commitment team performance work teams

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