Team emergent states and team effectiveness: the roles of inclusive leadership and knowledge sharing

Abstract

Purpose

The purposes of the study are to examine the relationships between team emergent states (TES) (i.e. compelling direction, team identity and psychological safety) and team effectiveness outcomes (i.e. team performance, team satisfaction and growth experience), and investigate the mediating role of knowledge sharing and the moderating role of inclusive leadership in those relationships.

Design/methodology/approach

This study employed hierarchical multiple regression analysis and bootstrap analyses to test the hypotheses by using data from 73 teams in eight South Korean firms.

Findings

Psychological safety was found to be a significant TES for team effectiveness outcomes. Knowledge sharing mediated the relationship between TES and team effectiveness. Lastly, inclusive leadership positively moderated (1) team identity-knowledge sharing; (2) psychological safety-knowledge sharing; and (3) team identity-team performance relationships.

Practical implications

The authors’ findings suggest that managers cultivate a psychologically safe team climate and show inclusiveness to build successful teams. This study also emphasizes the importance of knowledge sharing to turn positive TES into team effectiveness.

Originality/value

From a comprehensive perspective, the findings show the detailed mechanism in which TES relate to team effectiveness mediated by knowledge sharing. In particular, the authors' endeavor further determines the different roles of inclusive leadership, as a boundary condition, in the mechanism.

Citation

Yoo, S., Joo, B.-K.(B). and Noh, J.H. (2022), "Team emergent states and team effectiveness: the roles of inclusive leadership and knowledge sharing", Journal of Organizational Effectiveness: People and Performance, Vol. 9 No. 3, pp. 353-371. https://doi.org/10.1108/JOEPP-05-2021-0120