This paper aims to extend the literature on how to harness the expertise of team members. This paper suggests that the leader’s expertise recognition plays an important role in enhancing team effectiveness. In addition, leader’s personal dispositions shape how the leader’s recognition could benefit team expertise utilization.
This paper utilizes a two-wave, multi-source (team leaders and team members rated) survey design from 78 information technology teams to test the proposed moderated mediation model.
The data analysis revealed that a leader’s expertise recognition is positively related to team expertise utilization. Moreover, the leaders’ traits (i.e. social dominance and reflectiveness) act as important boundary conditions of this relationship. Specifically, only when the leader is less socially dominant or more reflective can they fully utilize the expertise recognition and enhance team creativity through team expertise utilization.
This study investigated an important issue that expertise utilization research has hitherto overlooked: the effects of leader’s expertise recognition on team expertise utilization and team creativity.
