Abstract
The use of teams is ubiquitous and appears to be increasing in contemporary organizations. Teams allow individuals to work together and integrate their diverse knowledge and skills to deal with strategic and operational challenges confronting their organizations. In present study, the authors seek to advance scholarly knowledge on team leadership. They adopt a dynamic approach by collecting longitudinal data from teams competing in a simulated athletic footwear industry. In doing so, they examine the impact of team leadership on performance, as well as the impact of performance on subsequent team leadership, and they examine the mediating role of cohesion and conflict in the relationship between team leadership and performance. They use partial least squares to analyze the data. Finally, they discuss research and practical implications and highlight future research directions.