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Gil, Rico, Alcover, and Barrasa (2005) found that change‐oriented leadership predicted team climate for innovation moderated by group potency.
Evidence for this is found in Ford and Seers (2006) for team climate, in Gajendran and Joshi (2012) for team innovation, who also observed that this effect was stronger with frequent leader‐member communication in interaction with team dispersion, and in Chen and Tjosvold (2013) for team‐rated effectiveness and mediated by constructive controversy.
Team climate A number of recent narrative reviews and meta‐analytical summaries have noted the connections and overlaps between team trust and team level climate (e.g.
Some of these reviews conceptualize trust as a sub‐facet of overall team climate (e.g.
, 2009), whereas others conceive of trust as being a related but separate construct from wider team climate (e.g.
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