TMT educational and functional background diversity, team mechanisms and firm performance: The moderating role of CEO empowering leadership

Long Zeng Wu*, Liqun WEI, Chung Ming Lau

*Corresponding author for this work

Research output: Contribution to conferencePaperpeer-review

3 Citations (Scopus)

Abstract

Drawing on the empowering leadership literature and the categorization-elaboration model of team diversity, this study investigated one contextual factor and two mechanisms underlying the TMT diversity-firm performance relationship. Emiprical examinations based on a sample of 133 firms in China found support to all our hypotheses-that TMT educational background diversity and functional background diversity were positively related to performance when CEO empowering leadership was high. Moreover, team learning behavior and collective team identification were found to mediate the interactive effects of TMT educational and functional background diversity and CEO empowering leadership on firm performance.

Original languageEnglish
Publication statusPublished - 2010
Event70th Annual Meeting of the Academy of Management - Dare to Care: Passion and Compassion in Management Practice and Research, AOM 2010 - Montreal, QC, Canada
Duration: 6 Aug 201010 Aug 2010

Conference

Conference70th Annual Meeting of the Academy of Management - Dare to Care: Passion and Compassion in Management Practice and Research, AOM 2010
Country/TerritoryCanada
CityMontreal, QC
Period6/08/1010/08/10

Scopus Subject Areas

  • Management of Technology and Innovation
  • Industrial relations

User-Defined Keywords

  • CEO empowering leadership
  • Firm performance
  • TMT educational and functional background diversity

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