Summary: Moderating Role Of Team Learning

Second, according to self- and social-identification point of view(Howell, 1988; Shamir, 1991), those who identify themselves with their supervisors tend to rely more on the supervisors(Kark et al., 2003). Charismatic leaders are perceived by the subordinates as outstanding and exceptional, thus subordinates depend on the guidance and inspiration of the leaders(Yukl, 1998). This unique feature of transformational leadership increases the dependance of subordinates on leaders(Conger and Kanungo, 1998), decreases the motivation of subordinates(Porter and Bigley, 2003), and ultimately may lead to a sense of loss(Shamir, 1991).

Third, according to the disruptive leadership perspective(Einarsen et al., 2007), supervisors may encourage subordinates

Therefore, team learning could be a crucial factor of situational context that could improve the competency of subordinates.

Team learning refers to the continuous evolution of thinking, dialogue and action that includes behavior modification and ongoing interaction of team members(Park et al., 2007). In order to effectively accomplish the team task, team members need a continuous learning(Allred et al., 1996). Team learning helps team members adapt to the rapid environmental changes and complete the team objectives by the continuous improvement in task performance(Bunderson and Sutcliffe, 2003).

The moderating role of team learning can be explained by the perspectives on socially shared cognition, which is a social process of knowledge acquisition, storage and transfer(Fiske and Taylor, 1991). Team learning improves team competency(Pearce and Ravlin, 1987) and is an important factor in the composition of shared mental model(Van den Bossche et al., 2011), which promotes the communication and collaboration among the members on a heavy workload(Cannon-Bowers and Salas, 2001; Van den Bossche et al., 2011). Team learning helps members adapt to ambiguity, conflict and massive works(Pearsall et al., 2009). Moreover, team learning provides an alternative perspective and insight for the complex issues and could facilitate the coordination among the members(Pearce and Ravlin, 1987; Senge,