Transformation through tension: The moderating impact of negative affect on transformational leadership in teams

Rebecca Mitchell, Brendan Boyle, Vicki Parker, Michelle Giles, Pauline Joyce, Chung Lim Vico Chiang

Research output: Journal article publicationJournal articleAcademic researchpeer-review

29 Citations (Scopus)


Transformational leadership has consistently been argued to enhance diverse team outcomes, yet related research has generated ambiguous findings. We suggest that effectiveness is enhanced in interprofessional teams when transformational leaders engender dynamics that are characterized by interprofessional motivation and openness to diversity. Drawing on the mood-as-information perspective, we argue that negative affective tone moderates the impact of these mediators on team effectiveness. Further, we suggest that this moderating role is such that conditions of high negative affect enhance the mediating role of interprofessional motivation, while low negative affect strengthens the mediating role of openness to diversity. In order to investigate these divergent effects, the current study develops a model of leadership and interprofessional team effectiveness through two pathways reflecting the parallel mediating effects of interprofessional motivation and openness to diversity, and a moderating role for negative affect. Findings from a survey-based study of 75 healthcare teams support the utility of this model.
Original languageEnglish
Pages (from-to)1095-1121
Number of pages27
JournalHuman Relations
Issue number9
Publication statusPublished - 1 Jan 2014


  • emotion in organizations
  • group communication
  • healthcare organizations
  • identity
  • leadership

ASJC Scopus subject areas

  • Arts and Humanities (miscellaneous)
  • Social Sciences(all)
  • Strategy and Management
  • Management of Technology and Innovation


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