Significance of Work Teams and Transformational Leadership in Organizational Management

This paper analyzes the significance of linking dignified involvement, practical knowledge handling and ingenuity among workers groups and teams. It evaluates the value of transformational leadership as an important mediator between emotional intelligence and organizational team results and the way human resource management tend to leverage organizational results.

Running head: PEOPLE AND ORGANISATIONAL MANAGEMENT
PEOPLE AND ORGANISATIONAL MANAGEMENT
Name of the Student:
Name of the University:
Author note:

1
PEOPLE AND ORGANISATIONAL MANAGEMENT
Introduction
The terms work team and workgroup appear frequently in recent organizational
discourses. The last decade has observed significant transformation of organizational structures
across the world. Levi (2015) has claimed that modern organizations in order to attain a greater
degree of effectiveness need small teams for an elevating diverse range of jobs. Collings, Wood
and Szamosi (2018) have stated that work teams tend to acquire a pivotal role in what has been
signified as a management transformation, paradigm shift along with corporate renaissance.
Although significant economic, strategic as well as technological imperatives have been
observed to stimulate such alteration, one of its captivating factors has been a constant move
from effort arranged concerning individual careers to team-based effort arrangements. Junni et
al. (2015) have noted that increasing level of global competition, consolidation along with
innovation tend to form pressures which are leveraging the development of teams as important
building blocks of groups. These demands according to Levi (2015) primarily stimulate a need
for varied talent, competence and knowledge, which require more prompt, resilient and adaptive
responses. Teams formed in modern business enterprises facilitate these attributes. Furthermore,
in the view of Kartha, Fowler and Fraser (2017), modern organizations constitute globalized
operations through development, mergers and acquisitions along with joint endeavours
emphasizing on the increased significance on cross-cultural as well as mixed culture teams. In
management revolution, Junni et al. (2015) have advised that organizations employ multi-
functional teams aimed for all development performances or further organize every function into
ten-thirty individuals largely known as self-managing teams. Levi (2015) has pointed to
advanced technologies which enable small workgroups to take accountability for whole products.
Levi (2015) has anticipated that modern organizations in the prospective years will depend

2
PEOPLE AND ORGANISATIONAL MANAGEMENT
greatly on member self-management. Building blocks of modern organizations constitute self-
regulating work teams. The purpose of the following paper is to analyse the significance of
linking dignified involvement, practical knowledge handling and ingenuity among workers
groups and teams. In addition to this, the paper will evaluate the value of transformational
leadership as an important mediator between emotional intelligence and organizational team
results and the way human resource management tend to leverage organizational results.
Discussion
Jiang et al. (2012) in the article entitled “How Does Human Resource Management Influence
Organizational Outcomes? A Meta-Analytic Investigation of Mediating Mechanisms”,
mentioned that regardless of the robust confirmation for assertive associations between HRM
and several organizational outcomes, critical concerns have been persisting concerning the
mechanisms through the means of which HRM is linked with diverse organizational results. The
article shed light on the conjectural explanations principal to the mechanisms relating to HRM
and organizational outcomes which exhibit a propensity to remain uneven. Jiang et al. (2012)
further have drawn significance to the work of other scholars who have approved a behavioural
context to propose that HR practices impact organizational results by leveraging behavioural role
patterns of employees. However, it has been noted that if employees respond in ways which are
considered to be dependable on organizational objectives, employee performance will enhance
(Levi 2015).
At this juncture, Jiang et al. (2012) have emphasized on the recent researches of authors
which highlighted the inclusion of organizational efficacy criteria which improves the purpose of
effectiveness assessment which tends to evade the sole dependence on emotional outcomes.
These resources have great level of validityand legitimacy as it has offered a broad range of job

3
PEOPLE AND ORGANISATIONAL MANAGEMENT
designs constitute workgroup attributes which derive directly from theoretical perspectives of
motivational job design. However, Junni et al. (2015) have found primary distinctions regarding
the level of the application instead of focusing on content. The references dated at varied time
rangehave been highly focused in the claims that HRM has significant competence to leverage
the three forms of organizational outcomes in order. Jiang et al. (2012) has used evidences of
researchers published in various dates ranging 1964, 1999 to 2011 and have emphasized on their
resource-based perspective which has offered further insights related to the causes which have
led human capital to aid business firms to beat competitors and further has suggested that
organizations primarily get hold of a competitive benefit from resources which tend to be
atypical, costly and unique.
An important attribute of job design is regarded as self-management that is recognized as
a group level approach to self-regulation at the individual employee job level. Kartha, Fowler
and Fraser (2017) have found that despite management engagement in the process of decision-
making; workgroups can be recognized in respect to the extent to which all members are
permitted to take active participation in decision-making process. Thus factors such as self-
management and engagements are supposed to improve efficiency level of work teams and
groups by amplifying the sense of accountability of members and ownership of the role they
have been assigned. Such factors may tend to improve decision and management quality by
augmenting relevant information and further by positioning decisions to the degree of
operational issues as well as ambiguity (Kartha, Fowler and Fraser 2017).
Jiang et al. (2012)in disagreement with few resources of researchers which reflected lack
of relevance and reliability and failed to show significant amount of ability-motivation
opportunity agenda along with talent improving human resource practices can directly aid

4
PEOPLE AND ORGANISATIONAL MANAGEMENT
organizations to proficiently optimize forms of HR practices such as performance-centric
compensation, remuneration, promotion opportunities as well as job security. For example,
Tesco, renowned British multinational organization support teams which has led a series of
organizational initiatives. These initiatives tend to expand across events, digital communication
along with significant communication initiatives in order to establish cross-business
responsiveness, platforms for employees. However, these efforts are primarily done to link with
leadership as well as volunteering opportunities for employees to follow their desires and passion
towards successful organizational outcomes (Tesco.com 2018). Efficient efforts have been
facilitated to correspond to success, achievement stories, and landmarks, objectives along with
median declaration with employees to guarantee integration with Tesco.
Additionally, one of the major areas of strength of preferred qualitative method used by
Junni et al. (2012) lies on the way it has developed the coding sheet as well as instructions and
effectively coded a random selection of around 15 articles in order to evaluate the level of
agreement about sample sizes, outcome sizes, and dependability. Such a reliable qualitative
research hasled the author to claim that the consequence of talent developing HR performances
on the level of employee enthusiasm is considerably indirect and have the potential to be
contingent on the HR performances. For example, training and induction can enhance
employees’ skills at organizations, whereby the amplified skills and competencies may not
essentially result in promotion in the organization (Bolman and Deal 2017). However, Jiang et
al. (2012) are of the opinion that in order to retain skilful employees and consider operational as
well as financial objectives, modern organizations require employing HR practices to improve
both employee skills and enthusiasm at work successfully. Thus, Kartha, Fowler and Fraser
(2017) have suggested that organizations must emphasize significantly on HR practices related to

5
PEOPLE AND ORGANISATIONAL MANAGEMENT
talent acquisition, selection and induction while improving employee talent.
Meanwhile, Jiang et al. (2012) have mentioned resources of certain researchers which
failed to report the reliabilities of the informant-reported methods. Such lack of consistency has
led authors to impute the reliabilities by means of the weighted mean of the accessible
reliabilities which have been estimated from the other studies. Thus Jiang et al. (2012)
emphasized that when modern organizations aim to raise employee motivation, they should take
into consideration strategies to evaluate performance of employees and to proficiently consider
ways to offer compensation employees for their performed work and to amplify employee
engagement in work teams as well as decision-making process. Thus it is not viable for
organizations to refute the potential impact of the employee hiring process in improving
employee level of enthusiasm or the constructive impact of employee performance appraisal,
rewards, compensation and job design Jiang et al. (2012). Further studies of Jiang et al. (2012)
have emphasized the fact that, organisations’ efforts in Human Resource Management advances
to financial outcomes through mediating procedures.
Drawing resemblance from Jiang’s the article, Hur et al. (2011) in the critique published
in the Leadership Quarterly, leaders’ capability to comprehend and manage their own emotions,
sentiments and moods along with subordinates contribute towards valuable leadership in a range
of organizations. Moreover, Hur et al. (2011) have extracted resources from both earlier and
recent published and peer reviewed articles, thus have reliably reasoned that that emotional
intelligence of supervisors is a valuable constituent in proficiently supervising a group. However
while evaluating the references; Hur et al. (2011) have taken a critical perspective in order to
distinguish the presence of any form of bias. Meanwhile, the hypothesis development part has
extracted evidences from extensive evaluation which accentuated on the constructive impact of

6
PEOPLE AND ORGANISATIONAL MANAGEMENT
transformational leadership on supervisor efficacy besides activities has been observed at the
distinct, collective and organizational level. Transformational leaders encourage strong stages of
contentment and employee presentation (Colbert, Barrick and Bradley 2014). Moreover, in the
view of Hur et al. (2011), the factor analysis of leadership measures have revealed that
leadership can dramatically leverage a team setting when they modify the attitudes as well as
ideologies of their followers in the direction of collective goals. Strong transformational
leadership not only form team atmospheres whereby employees develop a sense of confidence
that they can achieve higher goals in comparison to their previously developed perception. These
perceptions, however, have been consequential to effective team performance in subjective as
well as objective methods of production. Hur et al. (2011) through the studies of other theorists
have claimed that an outcome extent of transformational leadership at the group-level of
evaluation is estimated to be dual in degree comparative to the influence size at the individual
dimension.
Eventually, research hypotheses and hypothesized path model has aided the authors to
focus on the optimistic power of transformational leadership on team efficacy in a diverse
managerial setting specifically in corporate environments has been illustrated. Emotionally
intelligent supervisors may purposely utilize more transformational leadership behaviours as
these leaders essentially apprehend the implications of employee performance. Significantly,
studies conducted by Hur et al. (2011) revealed that the competence of transformational
leadership to persuade or regulate subordinates emotional levels and optimism greatly influences
employee performance. Significantly the impact of emotional intelligence on leader and team-
productivity along with service setting becomes overstated when leaders illustrate
transformational leadership patterns to form a mutual sense of high-performance objectives at

7
PEOPLE AND ORGANISATIONAL MANAGEMENT
group-level.
At this juncture, the regression analysis conducted by Hur et al. (2011) in the article
published by the Leadership Quarterly found that modern organizations encountering elevating
levels of requirements from multifaceted competitive environments seeks to collaborate as well
as function in teams. The methodology reflects certain significant areas of strengths whereby
questionnaires have been emailed to participants by means of the organization's internal
electronic mail system along with included an introductory letter from the authors and individual
support from the organization's director. Through the quantitative approach, these teams have
been endeavoured to resolve critical challenges ranging hierarchical levels as well as cultures.
Through the analytical procedures, one of the key components in guaranteeing effective team
functioning has been identified that focuses on trust among team members. The meta-analysis
conducted the articles have shed light on leadership as one of the most recognized determinants
of dependence. For instance, Zhang et al. (2015) have highlighted the fact that an improved
understanding of specific transformational dimensions will permit leaders training along with the
provision of feedback to leaders. While the association between transformational leadership
along with team productivity have been well-documented, the study of Boies, Fiset and Gill
(2015) had advanced and incorporated both objective task performance as well as creativity.
Drawing relevance from other scholars, in the article, “Enhancing employee creativity via
individual skill development and team knowledge sharing: Influences of dual-focused
transformational leadership” Dong et al. (2017) have stated that superior team creativity calls for
organisational managers and leaders not only to create innovative individuals but further focus
on supporting interactive contact along with information exchange. The authors of the paper
primarily aimed in supporting the significance of linking dignified involvement, practical

8
PEOPLE AND ORGANISATIONAL MANAGEMENT
knowledge handling by posing assertions with credible evidence. This has led Dong et al. (2017)
to posit that teams must reach an advanced level of initiative and novelty while constituting both
creative members and efficient procedures whereby members can mutually approach as well as
employ knowledge presented within the team.Because of the significant emphasis on collective
vision and shared goals team-focused transformational leadership maybe specifically proficient
in engaging team members in decision making procedures, knowledge sharing performance
which consequently aids the teams to enact its creative competence (Dong et al. 2017). The
broad scope of references have defined groupawareness delivery as the degree whereby team
associates shared task-centric knowledge information, thoughts and proposals with each other
has led to prove the association of the ideas of the author and the evidences which has been
derived. In addition, by efficiently offering suitable role models and enabling team acceptance of
collective goals, team -focused transformational leaders in recent times tend to shape an in-depth
understanding and acknowledgement of contributions generating from all members of the group
(Collings, Wood and Szamosi 2018).
However the evidences provided in the third hypothesis have showed certain lack of
credibility as it failed to show the way team members develop a feeling of value related to their
efforts show a higher level of interest in participating knowledge sharing process. Resource and
development teams of a multinational pharmaceutical company in Australia such as Bausch &
Lomb Australia Pty. Ltd, revealed that transformational leaders’ high level of efficiency in
nurturing the interchange and explanation of task-centric evidence with the stability of groups
comprised of specialised participants. Reliablythe diverse information offered by references
derived from varied dateshas helped toestablish that group focus management amplifies discrete
members’ ideas providing and informationaccumulating behavioural patterns. With the basis of

9
PEOPLE AND ORGANISATIONAL MANAGEMENT
these disagreements, Kartha, Fowler and Fraser (2017) have placed a conjecture related to the
constructive impact of team focus transformational leadership on team facts sharing.
Furthermore, the positive outcome of the facts sharing on team modernization has been reliant on
the suggestions concerning that comprehensive message of distinct knowledge within a group is
identified as a feasible source for the group in order to produce new and advanced concepts and
receive successful organisational outcomes (Guchait 2016).
In particular it has been noted by Dong et al. (2017) that an exchange of various type of
information things to amplify the source of obtainable talent proficiencyalso competence within
the team, it facilitates the group to use as well as incorporate the resources in order to attain
comprehensive tasks related to those of new product development or procedures (Qu, Janssen
and Shi 2015). For example, the Dong et al. (2017) have conducted a quantitative research which
composed data from eight corporations in a chief high-technology development zone. An
augmented level of team knowledge supply opens important avenues to recombine currently
available information and creativity by producing enriched cognitive resources along with
diverse approaches which are available in the organisation. Aga, Noorderhaven and Vallejo
(2016) have provided substantial evidence concerning that if functioning teams or groups can
distinguish relevant ideas and accept the importance of idea sharing or knowledge distribution
among members, organisations will successfully attain advanced stages of creativity. However,
in divergence, if distinct experience and possessions are not distributed the reasoning resources
efficiently within the group will tend to remain underutilized (Lehmann-Willenbrock et al.
2015). Increased knowledge distribution will further be consequential to include consideration of
information that is identified as an essential stage for facilitating collective creativity.
Meanwhile, aligning with this explanation, Dong et al. (2017) included an intercept-only

10
PEOPLE AND ORGANISATIONAL MANAGEMENT
model at the organization level to direct for organizational effects. Consequently, for the
individual-level as well as cross-level relations, authors have implemented HLM3 with team
members specified at Level 1, teams at Level 2, along with organizations at Level 3. Such an
effective strategy has led Dong et al. (2017) to exhibit the distinct outcomes of one aspect of TFL
at a specified level after controlling for the effects of the other TFL aspect at a different level.
These methods and analysis have further created constructive assertion that ideas and knowledge
distribution play a decisive role explicitly for R&D teams, as those members need to depend on
superior information discussion to efficiently deal with challenges and develop new and
advanced ideas to create new products as well as services on a regular base.
However, Carmeli, Dutton and Hardin (2015) in the paper “Respect as an engine for new
ideas: Linking respectful engagement, relational information processing and creativity among
employees and teams” have claimed that modern business enterprises address ways of raising
their members’ inventiveness and vision due to its prospective to offer to the company’s
competitive authority. However, evidences provided by Dong et al. (2017)showed broad
prospect by focusing on one of the core challenges in expanding creativity or vision relies on the
social perspective of the workplace whereby the creativity tends to disclose. Scholars have
exhibited specific inclination in the way social context enhances the level of creativity within
team members (Carmeli, Dutton and Hardin 2015). Relationships at this juncture are identified
as a vital determinant of the social milieu leveraging vision and creativity. Stephens and Carmeli
(2017) have proposed that the arrangement of an employee’s system tends to persuade his or her
competence to produce improved concepts through different realms. Individuals constituting a
great amount of frail linkages have admission to a diverse array of knowledge, which further
stimulates newly emerged creativity. In particular, evidences on LMX theory published 20 years

11
PEOPLE AND ORGANISATIONAL MANAGEMENT
back and recently published papers have focused on the effectiveness of respectful engagement
(RE) as a critical method of optimistic correlating and evaluating its control on ingenuity at the
distinct as well as team stages. Deference or respect is such a perspective is regarded as
anopening state of human links, signifying an assertion of human presence and self-respect.
Besides, RE being irregular has its reliance on an individual yielding presence, gravity
and affirmation to another (Carmeli, Dutton and Hardin 2015). As a consequence, RE implies
that dignity attains a position interpersonally through specific forms of interaction. Further,
through quantitative research Dong et al. (2017)established measure of RE and then has
efficiently conducted four additional studies in order to explicitly assess the model.RE
accentuates on the behavioural outline which forms respect, by identifying it from shared
dignity, regarded as a form of possession which signifies a specific association or established of
linkages within a team or organizational structure. Dong et al. (2017) further have constructed a
vital 14-item scale in order to evaluate the degree to which organizational members interrelate
through RE. Thus authors in the article has proposed that increased levels of RE must cultivate
ingenuity and resourcefulness. Work on dignified interaction along with organizational respect
primarily focuses on the way relational flexible avoid unconstructive circumstances for persons
as well as collections in modern business enterprises with diminutive consideration towards
advantageous performance such as inventiveness. Thus, it has been reliable with previous
studies, in order to establish discriminate soundness; Dong et al. (2017) performed a CFA with
RE, RIP and creative behaviours. Creativity is often identified as a procedure engaging factors
related to self-awareness and is consequentially conveyed by subjective experiences. As a result,
realizing an individual’s self-perceptions along with personal experiences of their creativity is
identified as a preliminary stage towards comprehending the whole process of vision and

12
PEOPLE AND ORGANISATIONAL MANAGEMENT
creativity (Stephens and Carmeli 2017). Further to this, Barrick et al. (2015) have stated that
imaginative behaviours are not studied by others, forming misalignment in the way through
which individuals recognise their inventiveness and the methods others distinguish their
behaviour. Employees in modern organizations have developed the knowledge of the intricacy of
their performance and consequentially are well-equipped to evaluate their level of creativeness.
Conclusion
On a concluding note, as individuals spend a significant proportion of time from age 20
to 55 in organizations and associations are fundamental to the significance of being thus
linkages, working teams in workplaces are considered to be immense importance. Such
dependency on working teams and organizational groups are identified as the seed-corn for vital
human attainments related to creativity and inventiveness. The role of reconciliation through
transformational leadership puts in the theory of emotional intelligence as these leaders can sense
employees’ responses and tends to be more pertinent to integrate emotional consideration.
Although the association of transformational and performance have received a considerable
amount of attention, meta-analytic work has been found which revealed the linkage of
transformational leadership with individual task performance along with creative employee
performance. Given its emphasis on the collective, the association between transformational
leadership and team performance has not been evaluated as frequently as the association between
transformational leadership techniques and individual performance. However, while contributing
ideas, awareness, team associates are revealed to several topics of understanding along with
various perspectives and multiple alternatives. These factors possibly will mutually instigate
individual team members. Team associates can further establish on others’ offerings to increase
their current possessions as well as facilitate in generating individualistic, creative changes.

13
PEOPLE AND ORGANISATIONAL MANAGEMENT
Such approaches will advance the leaders to spontaneously exhibit transformational leadership
styles such as being actively responsive, rising as well as sharing the inner experiences of
subordinates and besides producing interest thus contributing to assertive organizational
outcomes.

14
PEOPLE AND ORGANISATIONAL MANAGEMENT
References
Aga, D.A., Noorderhaven, N. and Vallejo, B., 2016. Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), pp.806-818.
Barrick, M.R., Thurgood, G.R., Smith, T.A. and Courtright, S.H., 2015. Collective
organizational engagement: Linking motivational antecedents, strategic implementation, and
firm performance. Academy of Management journal, 58(1), pp.111-135.
Boies, K., Fiset, J. and Gill, H., 2015. Communication and trust are key: Unlocking the
relationship between leadership and team performance and creativity. The Leadership
Quarterly, 26(6), pp.1080-1094.
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
Carmeli, A., Dutton, J.E. and Hardin, A.E., 2015. Respect as an engine for new ideas: Linking
respectful engagement, relational information processing and creativity among employees and
teams. Human Relations, 68(6), pp.1021-1047.
Colbert, A.E., Barrick, M.R. and Bradley, B.H., 2014. Personality and leadership composition in
top management teams: Implications for organizational effectiveness. Personnel
Psychology, 67(2), pp.351-387.
Collings, D.G., Wood, G.T. and Szamosi, L.T. eds., 2018. Human resource management: A
critical approach. Routledge.
Dong, Y., Bartol, K.M., Zhang, Z.X. and Li, C., 2017. Enhancing employee creativity via
individual skill development and team knowledge sharing: Influences of dual‐focused
transformational leadership. Journal of Organizational Behavior, 38(3), pp.439-458.

15
PEOPLE AND ORGANISATIONAL MANAGEMENT
Guchait, P., 2016. The mediating effect of team engagement between team cognitions and team
outcomes in service-management teams. Journal of Hospitality & Tourism Research, 40(2),
pp.139-161.
Hur, Y., van den Berg, P.T. and Wilderom, C.P., 2011. Transformational leadership as a
mediator between emotional intelligence and team outcomes. The Leadership Quarterly, 22(4),
pp.591-603.
Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource management
influence organizational outcomes? A meta-analytic investigation of mediating
mechanisms. Academy of management Journal, 55(6), pp.1264-1294.
Junni, P., Sarala, R.M., Tarba, S.Y., Liu, Y. and Cooper, C.L., 2015. Guest editors’ introduction:
The role of human resources and organizational factors in ambidexterity. Human Resource
Management, 54(S1), pp.s1-s28.
Kartha, R.R., Fowler, M.W. and Fraser, R.A., 2017. COMPARITIVE STUDY OF THE
ORGANIZATIONAL STRUCTURE OF ENGINEERING STUDENT TEAMS AND TEAM
EFFECTIVENESS. Proceedings of the Canadian Engineering Education Association (CEEA).
Lehmann-Willenbrock, N., Meinecke, A.L., Rowold, J. and Kauffeld, S., 2015. How
transformational leadership works during team interactions: A behavioral process analysis. The
Leadership Quarterly, 26(6), pp.1017-1033.
Levi, D., 2015. Group dynamics for teams. Sage Publications.
Li, V., Mitchell, R. and Boyle, B., 2016. The divergent effects of transformational leadership on
individual and team innovation. Group & Organization Management, 41(1), pp.66-97.
Mathieu, J.E., Tannenbaum, S.I., Kukenberger, M.R., Donsbach, J.S. and Alliger, G.M., 2015.
Team role experience and orientation: A measure and tests of construct validity. Group

16
PEOPLE AND ORGANISATIONAL MANAGEMENT
&Organization Management, 40(1), pp.6-34.
Qu, R., Janssen, O. and Shi, K., 2015. Transformational leadership and follower creativity: The
mediating role of follower relational identification and the moderating role of leader creativity
expectations. The Leadership Quarterly, 26(2), pp.286-299.
Stephens, J.P. and Carmeli, A., 2017. 13. Relational leadership and creativity: The effects of
respectful engagement and caring on meaningfulness and creative work involvement. Handbook
of Research on Leadership and Creativity, p.273.
Tesco.com 2018. Tesco :: Online Groceries, Banking & Mobile Phones. [online] Tesco.com.
Available at: https://www.tesco.com/ [Accessed 8 Dec. 2018].
Van Quaquebeke, N. and Felps, W., 2018. Respectful Inquiry: A Motivational Account of
Leading Through Asking Questions and Listening. Academy of Management Review, 43(1),
pp.5-27.
Zhang, X.A., Li, N., Ullrich, J. and van Dick, R., 2015. Getting everyone on board: The effect of
differentiated transformational leadership by CEOs on top management team effectiveness and
leader-rated firm performance. Journal of Management, 41(7), pp.1898-1933.

17
PEOPLE AND ORGANISATIONAL MANAGEMENT
Appendix I
Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource
management influence organizational outcomes? A meta-analytic investigation of
mediating mechanisms. Academy of management Journal, 55(6), pp.1264-1294.1.
https://s3.amazonaws.com/academia.edu.documents/31492660/Jiang__Lepak__Hu__Bae
r__2012__AMJ.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1544440221&Signature=
THeF7UjYC%2FHbeG3eOv9S5uOkqn8%3D&response-content-disposition=inline%3B
%20filename%3DHOW_DOES_HUMAN_RESOURCE_MANAGEMENT_INFLU.pdf
Hur, Y., van den Berg, P.T. and Wilderom, C.P., 2011. Transformational leadership as a
mediator between emotional intelligence and team outcomes. The Leadership
Quarterly, 22(4), pp.591-603.-https://www.researchgate.net/profile/Celeste_Wilderom/
publication/
236681917_Transformational_leadership_as_a_mediator_between_emotional_intelligenc
e_and_team_outcomes/links/5adee810458515c60f6183da/Transformational-leadership-
as-a-mediator-between-emotional-intelligence-and-team-outcomes.pdf
Dong, Y., Bartol, K.M., Zhang, Z.X. and Li, C., 2017. Enhancing employee creativity via
individual skill development and team knowledge sharing: Influences of dual‐focused
transformational leadership. Journal of Organizational Behavior, 38(3), pp.439-
458.https://www.researchgate.net/profile/Chenwei_Li/publication/
308293733_Enhancing_employee_creativity_via_individual_skill_development_and_tea
m_knowledge_sharing_Influences_of_dual-focused_transformational_leadership/links/

18
PEOPLE AND ORGANISATIONAL MANAGEMENT
59dfea86aca272386b633f30/Enhancing-employee-creativity-via-individual-skill-
development-and-team-knowledge-sharing-Influences-of-dual-focused-transformational-
leadership.pdf
Carmeli, A., Dutton, J.E. and Hardin, A.E., 2015. Respect as an engine for new ideas:
Linking respectful engagement, relational information processing and creativity among
employees and teams. Human Relations, 68(6), pp.1021-
1047.http://epubs.surrey.ac.uk/842555/1/Respect%20as%20an%20engine%20for
%20new%20ideas.pdf

19
PEOPLE AND ORGANISATIONAL MANAGEMENT
Appendix II
Mark
Range
Criteria
90-100%
Distinctio
n
Demonstrates an exceptional ability and insight, indicating critical
academic understanidng and makes an appropriate contribution of
knowledge.
The work evdiences a distnctive and commendable level of
originiality.
The work has the potential to influence the forefront of the subject,
and may be of publishable quality.
Relevant generic academic skills are demonstrated at the highest
possible standard.
There is clear evidence of critically analysing the different journals
according to the key aspects of analysis – literature review,
methodology, findings, contribution, implications, philosophical
approach etc. Staying within the key topical debates and making
reference to application to practice, case study or current events in
politics, industry and trend.
These conversations embedded in the analysis moving from one
article to another in a syatematic and academic manner to a
publishable standard.
80-89%
Distinctio
n
Demonstrates an outstanding ability and insight based on
authoritative subject knowledge and a very high level of academic
competence.

20
PEOPLE AND ORGANISATIONAL MANAGEMENT
The work evdiences a degree of orgainiality.
The work is considered to be close to the forefront of the subject,
and may, with further regfinment be of a publishable
quality.Relevant generic skills are demonstrated at a very high level.
The analysis is such that the candidate is able to demonstrate how to
move beteween articles and aspects of analysis to an outstanding
level paying attention to the manner in which authors have engaged
with the literature review, methodology, findings, contribution,
implications, philosophical approach etc.
70-79%
Distinctio
n
Demonstrates an authoritative subject knowledge and a high level of
academic competence.
The work is accurate and extensively supported by appropriate
evidence.
The work evidences some originality. Clear evidence of capacity to
reflect critically and deal with ambiguity in the data.Relevant
generic academic skills are demonstrated at a high level.
Demonstrates authoritative ability to analyse all four articles, with a
focus in exploring aspects of research that can be considered to be a
strength and those that constitute weaknesses and then suggesting an
alternative approach, using extant work or credible references to
support arguements. Analysis focuses in critically reviewing and
arguin around the key aspects of analyis:
literature review, methodology, findings, contribution, implications,

21
PEOPLE AND ORGANISATIONAL MANAGEMENT
philosophical approach etc.
60-69%
Merit
Demonstrates a sound, current subject knowledge.
There are no significant errors and the application of concepts and
methodologies are appropriate.
The work may contain some minor flaws.
The work is well developed and coherent; may show some minor
elements of originality.
The work has clear evidence of capacity to reflect critically.
Relevant generic academic skills are demonstrated at a good level.
Work moves in and out of analysis of the key aspects - literature
review, methodology, findings, contribution, implications,
philosophical approach etc.
50 – 59%
Pass
Demonstrates satisfactory subject knowledge.
Some evident weaknesses; possibly shown by conceptual gaps, or
limited use of appropriate concepts or methodology. The work is
generally sound but tends toward the factual or derivative.
Limited evidence of capacity to reflect critically.
Relevant generic academic skills are generally at a satisfactory level.
Mainly summaries, fails in large to examine and compare/contrast
engagement with: literature review, methodology, findings,
contribution, implications, philosophical approach etc.
40-44% Demonstrates limited core subject knowledge.
Some significant weaknesses; possibly shown by factual errors,

22
PEOPLE AND ORGANISATIONAL MANAGEMENT
conceptual gaps, or limited use or aplpication of inappropriate
methodology.
The work lacks sound development. There is little evidence of
capacity to reflect critically.
The quality of the relevant generic academic skills do not meet the
requirements of the task
Mainly descriptive summaries of the articles with little insight on
literature review, methodology, findings, contribution, implications,
philosophical approach etc.
30-39%
Demonstrates inadequate subject knowledge.
The work lacks coherence and evidence of capacity to reflect
critically.
The quality of the relevant generic academic skills do not meet the
requirements of the task.
Incoherent writing with inadequate English, grammar and subject
knowledge. Highly incomprehensible.
20-29%
Demonstrates seriously inadequate knowledge of the subject.
The work contains minimal evidence of awareness of relevant issues
or theory.
The quality of the relevant generic academic skills do not meet the
requirements of the task.
10-19% The work is almost entirely lacking in evidence of knowledge of the
subject.

23
PEOPLE AND ORGANISATIONAL MANAGEMENT
No evidence of awareness of relevant issues or theory.
The quality of the relevant generic academic skills do not meet the
requirements of the task.
0-9%
The work presents information that is irrelevant and unconnected to
the task.
No evident awareness of appropriate principles, theories, evidence
and techniques.