Leadership in Hybrid Work Teams: Impact of Transformational and Authentic Leadership on Relationships and Task Performance in Student Teams

Transformational and authentic leadership have caught researchers’ attention, and it has gained recognition and position within leadership studies. This quantitative research aims to measure the correlation between the transformational and authentic leadership of leaders on interpersonal relationships and task performance perceived by their hybrid work teams. For this quantitative research, four previously investigated and validated instruments were utilized: the Authentic Leadership Questionnaire (ALQ; Avolio, Gardner, & Walumbwa, 2007), which has an acceptable internal consistency reported with Cronbach’s alpha values ranging from .66 to .93; the Multifactor Leadership Questionnaire (MLQ-5X; Bass & Avolio, 1994), known for its high reliability with a reported Cronbach’s alpha of 0.71; the HQIR: High Quality Interpersonal Relationships Questionnaire (Carmelli, Brueller, & Dutton, 2008), which also exhibits high reliability with a reported Cronbach’s alpha of 0.93; and the Individual Work Performance Questionnaire (IWPQ; Koopmans et al., 2011), with Cronbach’s alpha values ranging from 0.77 to 0.83, and which will be used with a common translation into Latin American Spanish. Using a sample of 156 participants who are members of student hybrid teams (N = 156), the findings of this study demonstrated a positive correlation between transformational leadership and both interpersonal relationships and task performance in hybrid work teams. This study represents one of the first investigations of transformational and authentic leadership and their correlation with interpersonal relationships, and task performance in Latin America, and it has some leadership implications within hybrid work teams.