**7. Conclusions**

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

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

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

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

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,

(see sub-model 5 in **Table 1**), their positive impact is significant in all the s cases.

**Sub-model PLC OLC TMX IWB OLC** → **IWB TMX** → **IWB**

 **SE** 0.70 0.26 0.25 0.13 0.10 **OP** 0.52 NS NS 0.12 0.09 **HP** 0.76 0.17 0.17 0.14 0.10 **RL** NS NS NS NS NS **OP + RL** 0.45 0.22 0.22 0.12 0.10 **HP + RL** 1.18 0.27 0.28 0.14 0.10 **SE + HP** 0.78 0.78 0.21 0.14 0.10

level (with positive coefficients of 0.26 and 0.17).

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

176 Leadership

positive influence of OLC and TMX on IWB.

and IWB (see sub-model 6 in **Table 1**).

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

(positive coefficients of 0.14 and 0.10) when the PLC variable is HP.

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 work team.

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, optimism) of the leader.

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 constructs on IWB.

Secondly, this study proposes and provides empirical evidence of the mediation of OLC or TMX on the impact of the leader's PLC on the team member's IBW. In fact, OLC and TMX are positive impacted by PLC, and at the same time OLC and TMX improve IWB. This finding constitutes a significant academic contribution, as it reveals the need to promote the intermediate constructs in order to achieve better performance of PLC on IWB. Both the systemic learning objectives proposed by OLC and the individual behavior related to rational openmindedness promoted by TMX seem to be critical for effective problem-solving and innovative behavior in general.

**A. Appendices. Questionnaires for measurements**

To be applied to the individual who is (or a candidate to) a leader:

**5.** Contributing to discussions about the company's strategy.

To be applied to the individual who is (or a candidate to) a leader:

**2.** At the present time, I am energetically pursuing my work goals.

**6.** At this time, I am meeting the work goals that I have set for myself.

To be applied to the individual who is (or a candidate to) a leader:

How much do you agree with the sentence? (1: fully disagree; 7: fully agree).

**4.** Right now, I see myself as being pretty successful at work. **5.** I can think of many ways to reach my current work goals.

**Resilience measurement questionnaire** (in Ref. [120]).

**6.** Writing a proposal to spend money in your work area.

**2.** Representing your work area in meetings with senior management.

**Self-efficacy measurement questionnaire** (in Ref. [46]).

How confident would you feel? (1: lowest; 7: highest).

**1.** Analyzing a long-term problem to find a solution.

**3.** Designing new procedures for your work area.

**7.** Helping to set targets/goals in your work area.

**9.** Presenting information to a group of colleagues.

**Hope measurement questionnaire** (in Ref. [10]).

**3.** There are lots of ways around any problem.

All measurements (answers) in 1 to 7 scale: 1 (lowest; fully disagree)–7 (highest; fully agree).

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**4.** Making suggestions to management about ways to improve the work of your section.

**8.** Contacting people outside the company (e.g., suppliers, customers) to discuss problems.

**10.** Visiting people from other departments to suggest doing things, differently.

How much do you agree with the sentence? (1: fully disagree; 7: fully agree).

**1.** If I should find myself in a jam at work, I could think of many ways to get out of it.

Also, the demonstrated positive relationship between the quality of TMX and the level of IWB corresponds to a specific aspect of social exchange theory, through mechanisms of perceived organizational support [117], cohesion, and the generation of trust [118]. In this context, the present research contributes to validating these mechanisms by contributing empirical evidence on the relationship between the two previously mentioned variables.

Other theoretical contribution of this research consists of having empirically demonstrated the positive relationship between TMX and IWB. This relationship was seminally suggested and theoretically defended by Scott and Bruce [110, 111], but at times, it was the only one of their eight hypotheses not validated by their empirical investigation.

The results of the studies consigned in this chapter provide scientific evidence about the positive and highly significant relationship between the psychological characteristics of the leader (PLC) and the innovative behavior of the team member. It represents a contribution to the knowledge on the handling of complex processes related to human resources in today's organizations, as framed within resource capacity theory, and more specifically, in the field of study of positive organizational behavior, a current research interest [119].

In the social context, the present research contributes knowledge that the PLC of the leader operates as an antecedent mechanism for promoting the potential innovative behavior of the individual, both directly and in a mediated manner through the perceived levels of organization construct (OLC) and the quality of TMX. Here is where a mechanism of opportunity arises for organizations that are able to incorporate self-efficacy measures into their team leader selection processes, in an effort to increase the impact on the innovative behavior of their team members.

As a practical aspect, we recommend that companies include in their selection processes the study of the psychological characteristics of the leader (SE, HP, OP, Rl). The questionnaires to measure the levels of these characteristics have been included in the appendix to this chapter.

Measurement of the OLC, TMX, and IWB factor questionnaires have also been included, so that a director of human resources can be measured, along the time, the progress of the teams of the company in all factors worked in this chapter.
