**6. Development of the model and our investigation**

We designed a model taking alternatively each of the four leader characteristics and combinations of some of them as a variable called psychological leader characteristics (PLC) and test in how they influence IWB, mediated by OLC and TMX. To do so, we studied public secondary education institutions in Colombia, using structural equation models as the statistical methodology to verify those proposed relationships. **Figure 2** shows these proposed relations.

**Figure 2** shows our proposed model according to which the psychological characteristics of the leader (PLC) positively influence the innovative behavior of the collaborator (IWB) and contribute to improve the learning capacity organization (OLC) and the team member exchange (TMX), which also influence positively the IWB.

The study, carried out with seven sub-models, each taking one or two variables of the PCL, as shown in the two first columns of **Table 1**, demonstrated a conclusive evidence of the positive influence of the characteristics of the leader of the other variables involved, as shown in the following columns of **Table 1**.

**Table 1** presents the standardized coefficients of relationship among the variables studied, all with a statistical significance greater than 99%. It is possible to observe how SE and HP have

**Figure 2.** Model showed the influences of PLC.

a direct positive influence on the IWB (with positive coefficients of 0.25 and 0.17). SE and HP also contribute positively to the OLC level (positive coefficients of 0.70 and 0.76) and the TMX level (with positive coefficients of 0.26 and 0.17).

**Figure 3** shows a schematic view of the discussed relations between PLC (SE, OP, HP, RL, OP+RL, HP + RL, SE + HP) and the positive variables of OLC in the organization, TMX at the

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The models presented by the studies have positively demonstrated the initially proposed relationships, evidencing the positive correlation between the psychological characteristics of the leader (PLC) of the team leader and the innovative behavior of the individual (IWB); in other words, PLC is a determining group of factors in innovative behavior. Furthermore, the studies provided empirical evidence for the mediating role played by OLC and TMX in this positive relationship between the leader's PLC and the team member's IWB on the

The positive correlation between self-efficacy of the leader and the behavior of the collaborator is demonstrated. Additionally, the hope of the leader presents a positive relationship with the behavior of the collaborator. Optimism and resilience of the leader, by themselves, influence a few or nothing the innovativeness of the employee, but once accompanied by other positive features of the leader, they do. This means that a good way to improve the behaviour of the partners is to improve the psychological characterisiticas (self-efficacy, hope, resilience,

The results shown can be used to make empirical evidence to the relationships among the theoretical constructs. First of all, in agreement with emerging research on social cognitive theory (e.g., [116]), PCL, OLC, and TMX have an additive effect on their positive relationship with IWB. This offers administrators and organizations opportunities to increase the value of their companies, based on evidence supporting the action of the three aforementioned con-

work team, and the individual IWB.

**Figure 3.** Positive influences of PLC toward IWB.

**7. Conclusions**

work team.

optimism) of the leader.

structs on IWB.

At the same time, the IWB receive positive influence of OLC and TMX (positive coefficients of 0.13 and 0.10) when the PLC variable is SE, and, too, positive influence of OLC and TMX (positive coefficients of 0.14 and 0.10) when the PLC variable is HP.

In summary there are positive influence of SE and HP on OLC, TMZ and IWB, and there are positive influence of OLC and TMX on IWB.

However, the alone RL characteristic does not affect any variable (NS in all relations), and single OP property influences positively in the OLC only. But when these two come together (see sub-model 5 in **Table 1**), their positive impact is significant in all the s cases.

When HP and RL act together, the positive impact of the RL is greater (see sub-model 6 in **Table 1**) and when operating SE and HP at the time, the most positive impact is on OLC, TMX, and IWB (see sub-model 6 in **Table 1**).


**Table 1.** Statistical results of the studies.

**Figure 3.** Positive influences of PLC toward IWB.

**Figure 3** shows a schematic view of the discussed relations between PLC (SE, OP, HP, RL, OP+RL, HP + RL, SE + HP) and the positive variables of OLC in the organization, TMX at the work team, and the individual IWB.
