Correction to “The interplay of leader–member exchange and peer mentoring in teams on team performance via team potency”

IF 6.2 2区管理学 Q1 BUSINESS Journal of Organizational Behavior Pub Date : 2024-01-17 DOI:10.1002/job.2773

引用次数: 0

Abstract

Kim, T.-Y., Liden, R. C., Liu, Z., & Wu, C. (2022). The interplay of leader–member exchange and peer mentoring in teams on team performance via team potency, Journal of Organizational Behavior, 43(5), 931–945. https://doi.org/10.1002/job.2590

In the original version of this article, all the coefficients reported in Table 2 are marked with **, incorrectly indicating that they are all significant. Below, we provide the corrected version of Table 2.

We apologize for this error.

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更正 "团队中领导者-成员交流和同伴指导通过团队效力对团队绩效的相互影响"

Kim, T.-Y., Liden, R. C., Liu, Z., & Wu, C. (2022)。团队中领导者-成员交流和同伴指导通过团队潜能对团队绩效的相互影响，《组织行为学杂志》，43（5），931-945。https://doi.org/10.1002/job.2590In 本文的原始版本中，表 2 中报告的所有系数都标有 **，错误地表示它们都是显著的。下面，我们将提供表 2 的更正版本，对此错误我们深表歉意。LMX 中位数和同伴指导密度对团队结果的影响结果：团队绩效：主管Upper-level managerM1M2M3M4M5M6M7M8M9M10Team size.00.00−.01−.01−.01−.01−.03−.03−.03−.02LMX differentiation−.06−.05−.34*−.34*−.31*−.32*−.03−.04−.01−.02Team LMX quality.67**.76**.48**.64**.20.33*.30*.43.02.14同伴指导密度：Advice.50.44.22.17-.05Team LMX quality × Advice1.07*1.43**.98*1.04.59Peer mentoring density：支持-.25-.81-.71-.90-.80团队 LMX 质量×支持1.01**1.38*.98*1.33*.93团队效力.42**.40**.42*.39*R2.54**.55**.22**.24**.27**.28**.08.10.12.14注：N = 来自 25 家公司的 111 个团队。* p < .05, and ** p < .01.

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Journal of Organizational Behavior Multiple-

CiteScore

10.50

自引率

5.90%

发文量

期刊介绍： The Journal of Organizational Behavior aims to publish empirical reports and theoretical reviews of research in the field of organizational behavior, wherever in the world that work is conducted. The journal will focus on research and theory in all topics associated with organizational behavior within and across individual, group and organizational levels of analysis, including: -At the individual level: personality, perception, beliefs, attitudes, values, motivation, career behavior, stress, emotions, judgment, and commitment. -At the group level: size, composition, structure, leadership, power, group affect, and politics. -At the organizational level: structure, change, goal-setting, creativity, and human resource management policies and practices. -Across levels: decision-making, performance, job satisfaction, turnover and absenteeism, diversity, careers and career development, equal opportunities, work-life balance, identification, organizational culture and climate, inter-organizational processes, and multi-national and cross-national issues. -Research methodologies in studies of organizational behavior.