Index
Stress and Well-Being in Teams
ISBN: 978-1-83797-732-1, eISBN: 978-1-83797-731-4
ISSN: 1479-3555
Publication date: 6 September 2024
This content is currently only available as a PDF
Citation
(2024), "Index", Harms, P.D. and Chang, C.-H.(D). (Ed.) Stress and Well-Being in Teams (Research in Occupational Stress and Well Being, Vol. 22), Emerald Publishing Limited, Leeds, pp. 187-194. https://doi.org/10.1108/S1479-355520240000022009
Publisher
:Emerald Publishing Limited
Copyright © 2024 Peter D. Harms and Chu-Hsiang (Daisy) Chang
INDEX
Ability
, 149–150
Adversity, nature of
, 154
Affective conflict
, (see Relationship conflict)
Allostasis
, 8
“Allostatic debt”
, 9
Allostatic load
, 8
Antecedents
of engagement from teams perspective
, 102
of individual mindfulness
, 81–82
of mindfulness in teams
, 81
of team mindfulness
, 82
Aphorism
, 18
Artificial intelligence
, 156
Assimilated PsyCap
, 60–61
ASTMA model
, 25
of person-organization transactions
, 24
Asymmetric risks
, 176
Behavioral coordination
, 158
Betweenness centrality
, 107
Broaden-and-Build Theory of Positive Emotions
, 55
Capacity
, 149–150
Centrality
, 107
Closed vocabulary natural language processing techniques
, 11
Closeness centrality
, 106–108
Cognitive conflict
, (see Task conflict)
Cognitive coordination
, 158
Coherence
, 166
Cohesion
, 30
and performance
, 33
“Collaboration overload”
, 132
Collective competitiveness
, 24–26
Collective construct
, 24
Collective efficacy
, 59
Collective PsyCap
, 58
Collective Well-Being constructs
, 129–130
Communication
, 31–33, 159
analysis
, 11
methods for capturing
, 11
Compassion
, 78–79
Compassion, Presence, and Resilience Training (CPR-T)
, 79
Competition
, 18–19, 87
Competition avoidance (CA)
, 21
Competition-inducing leadership (CIL)
, 28
Competitive approach
, 87
Competitive conundrum
cohesion and performance
, 33
collective competitiveness. 24–26
competitive orientation
, 21–22
deviance
, 33–34
feedback loops
, 36–37
future research
, 37–39
goal structures and interdependency
, 27–28
individual difference factors
, 21
leadership
, 28–29
organizational culture
, 26–27
outcomes
, 33
perceived competitiveness
, 23
practical implications
, 39–40
situational influences
, 26
stress and related symptomatology
, 34–35
team competitive processes
, 29–33
team difference factors
, 23
theoretical background
, 18–20
trait competitiveness
, 21
Well-Being
, 35–36
Competitive employees
, 35
Competitive environments
, 29
Competitive leaders
, 29
Competitive organizational cultures
, 27
Competitive orientation
, 21–23
Competitive processes
, 39
Competitive psychological climate (CPC)
, 23
Competitive structures
, 27
Competitiveness
, 34–35, 39
Complexity science
, 12
Component teams, interdependence of
, 181–182
Conditional reasoning theory
, 38
Conflict
, 30–31, 133–134
Conservation of resources (COR)
, 103–104
based proposition
, 109–110
theory
, 55, 57, 103, 111
Cooperation
, 31–33, 87
Cooperative approach
, 87
Cooperative structures
, 27
Coordination
, 31–33
Correlated mediators
, 83
team cohesion
, 84
team conflict
, 83–84
Counterproductive work behaviors (CWB)
, 19, 31, 133
Crew, stress management of
, 182
Crew resource management team skills approach (CRM team skills approach)
, 176
Crossover model
, 103
Crossover theory
, 108
Cynicism
, 124
Degree centrality
, 109–110
Demands, teamwork as
, 124–125
Density
, 108–109
Depersonalization
, 124
Deutsch’s approach
, 88
Deviance
, 33–34
Differentiation mindset
, 31
Direct crossover
, 103
Diversity
, 111
Down team processes
, 159–160
Dynamic organizational landscape
, 148
Dynamical systems approach
, 159
Eigenvector centrality
, 107
Elasticity
, 8
Emergent state
, 150
Emotion contagion, teamwork as source of
, 126
Emotion regulation, mindfulness and
, 76–78
Emotional contagion
, 12, 75, 108
Emotional exhaustion
, 124
Emotional regulation
, 82
Emotional resources
, 180
Employee selection process
, 25
Engagement
, 78
Environmental control and life support systems (ECLSS)
, 174
Event appraisal, methods for capturing
, 11
Event System Theory (EST)
, 9–10
Exercise
, 177
External traumatic events
, 157
Extravehicular activities (EVA)
, 174
Feedback loops
, 36–37
Field research
, 5
role in advancing team resilience research
, 4–5
Field-based research
, 2
Field-based team resilience research
conceptual challenges and opportunities in
, 5
methodological challenges and opportunities in
, 10
Flow/engagement/neural synchronization
, 78
Formal specifications of events eliciting resilient team performance
, 9–10
Gamification
, 27
Geographic proximity
, 112
Gratitude
, 85
Group-level effect
, 126
Health
individual-level PsyCap as predictor of
, 55–57
team-level PsyCap and team-level constructs in relation to
, 63–65
Healthcare employees
, 64
Heart rate variability (HRV)
, 166
High-quality connections (HQCs)
, 115
Higher group cohesion
, 33
Higher temporal resolution, need for methods with
, 11–12
Homophily principle
, 112
Hypercompetitiveness (HC)
, 19, 22
Incentive structures
, 40
Incivility
, 134
Indegree centrality
, 110
Indirect crossover
, 103
Individual competitiveness
, 24, 34
Individual constructs
, 24
Individual mindfulness
, 75, 87–89
antecedents of
, 81–82
Individual trait mindfulness
, 81
Individual-level mindfulness
, 86
Individual-level outcomes
, 74, 132
Individual-level PsyCap
, 62, 65
as predictor of health and Well-Being outcomes
, 55–57
as predictor of safety outcomes
, 57–58
Individualistic structures
, 28
Input-mediator-output-input (IMOI)
, 83
Input-process-output model (IPO)
, 83
Integration mindset
, 31
Inter-team communication patterns
, 183–184
Interdependence of component teams
, 181–182
Interpersonal competition
, 31
Interpersonal counterproductive work behaviors (ICWBs)
, 35
Interpersonal dynamics
, 156
Interpersonal flow
, 78
Interpersonal processes in service of psychological health
, 160
Interpersonal support
, 160
Interpersonal trust
, 132
Isolated, confined, and extreme environments (ICE environments)
, 174, 184
physical impact of
, 176–177
psychological impact of
, 177–178
social impact of
, 178–179
spaceflight as
, 176
Job demands
, 125
Job demands-resources model (JDR model)
, 88, 102, 124–125, 131
Job resources
, 125, 131
Latitude
, 8
Leadership
, 28–29
research
, 19
Machiavellianism
, 38
Machine learning techniques
, 156
Management research
, 18
Managers
, 40
Manipulation
, 26
Mars mission
, 174, 180
communication
, 182
Measurement
, 165–167
Megaproject
, 88
Member Well-Being
model linking teamwork to
, 124–136
moderators of effects of teamwork on
, 126–127
Members, individual differences between
, 128
Meta-analysis
, 102
Meta-analytic evidence
, 34
Military units
, 176
Mindfulness
, 74, 77
affective
, 78–79
antecedents of mindfulness in teams
, 81–82
cognitive
, 78
consequences of
, 84, 87
consequences of individual mindfulness
, 84
correlated mediators
, 83–84
and emotion regulation
, 76–78
individual mindfulness
, 88–89
opportunities for future research
, 91–92
practical applications
, 90–91
practices
, 74
presenteeism
, 88
prosocial/helping behaviors
, 85–86
stress
, 87
task performance
, 86
team conflict
, 87–88
team resilience
, 86–87
team Well-Being as potential consequence of
, 89
in teams
, 74–75, 79–81
works
, 78
Mindfulness based stress reduction (MBSR) intervention
, 79
Mindfulness-to-meaning theory (MMT)
, 74, 77
Mission control
, 182–184
perceptions of
, 183
personnel
, 180, 183
responsiveness
, 182–183
team
, 176, 181–183
Mission to mars
, 179–180
leveraging spaceflight multiteam system to support
, 180–181
Model linking teamwork to member Well-Being
, 124
collective Well-Being constructs
, 129–130
individual differences between members
, 128
moderators of effects of teamwork on member Well-Being
, 126–127
poor team communication
, 135–136
poor teamwork processes
, 132–133
psychological safety
, 131
team cohesion
, 127–128
team conflict
, 133–134
team motivation
, 130–131
team trust
, 132
teamwork as demand
, 124–125, 132
teamwork as resource
, 124–125, 128–129
teamwork as source of emotion contagion
, 126
toxic behaviors
, 134–135
Moderators of effects of teamwork on member Well-Being
, 126–127
Multi-level theories of team resilience
, 5
Multi-method approaches
, 2
Multilevel model
of competitiveness
, 20
of team resilience
, 4
Multiplexity
, 113
Multiteam systems
, 174–175
Mutuality
, 113
Narcissism
, 38
NASA
, 175, 179
astronaut office’s expeditionary skills model
, 182
pre-mission training
, 183
spaceflight missions
, 174, 185
Negative emotion contagion
, 126
Negative Well-Being spirals
, 164
Network density
, 109
Network-related concepts
, 112
Neural synchronization
, 78
Nonmonastic groups
, 78
Nuances, diving deeper into
, 163–164
Occupational Well-Being
, 101
Open vocabulary natural language processing techniques
, 11
Operationalizations
of TC
, 38
of team-level PsyCap
, 60–62
Oppositional interaction
, 30
Organizational behavior researchers
, 114
Organizational climate
, 25
Organizational culture
, 26–27, 63
Organizational mindfulness
, 76
Organizational scholarship
, 123
Organizational science
, 19, 150–151
Organizational settings
, 85
Paralinguistic communication
, 166
PCI
, 65
Perceived competitiveness
, 23
Performance
, 148, 151
Person-organization fit (PO fit)
, 31–33
Personal development (PD)
, 21–22
Personal psychological resources
, 61
Personality
, 23–25
Physical resources
, 180
Physiological measurement
, 166
Physiological synchrony
, 12
Poor team communication
, 135–136
Positive emotion contagion
, 126
Positive teamwork
, 74
Post-traumatic stress disorder (PTSD) symptoms
, 56
Practitioners
, 122
Presenteeism
, 88
Process conflict
, 83
Propinquity
, 112
Prosocial workplace behaviors (PWB)
, 85
Prosocial/helping behaviors
, 85–86
Psychological capital (PsyCap)
, 54
individual-level PsyCap as predictor of health and Well-Being outcomes
, 55–57
individual-level PsyCap as predictor of safety outcomes
, 57–58
operationalization of team-level PsyCap
, 60–62
research stream
, 64
resource components
, 63
strength
, 61
team-level PsyCap
, 58–60
team-level PsyCap and team-level constructs in relation to health, Well-Being, and safety outcomes
, 63–65
team-level PsyCap as predictor of team health, Well-Being, and safety outcomes
, 62–63
Psychological health, interpersonal processes in service of
, 160
Psychological resilience
, 177
Psychological safety
, 131, 162
Psychometric assessments of competitiveness
, 38
Qualitative work
, 12
Regulatory flexibility
, 184–185
Relationship conflict
, 30, 83, 133
Research(ers)
, 8, 33, 122, 149, 178
Resilience
, 7, 87
Resilient team performance
formal specifications of events eliciting
, 9–10
trajectories of
, 7–8
Resistance
, 8
Resource-related theories
, 102
conservation of resources
, 103–104
crossover model
, 103
Resources, teamwork as
, 124–125
Robotic operations (RO BO)
, 174
Safety outcomes
individual-level PsyCap as predictor of
, 57–58
team-level PsyCap and team-level constructs in relation to
, 63–65
team-level PsyCap as predictor of
, 62–63
Self-compassion
, 78–79
Shared mental models
, 79
Simulation studies
, 10
Social allostatic load
, 12
Social cognitive theory
, 63
Social exchange theory (SET)
, 58, 85
Social network analysis (SNA)
, 100–101, 114–115
concepts
, 101
conceptualizing work engagement through
, 104–107
SNA-based work engagement proposition
, 106
Social networks
, 105
challenges and opportunities
, 113–114
closeness centrality
, 106–108
implications
, 114–115
research
, 101
work engagement
, 101–107
Social resilience
, 162
Social resources
, 104
“Sociogram”
, 105
Spaceflight
component team
, 178
crew
, 181, 183
crewmembers
, 178
inter-team communication patterns
, 183–184
interdependence of component teams
, 181–182
leveraging lessons learned from spaceflight to advance multiteam systems research
, 175–176
leveraging spaceflight multiteam system to support mission to mars
, 180–181
mission control responsiveness
, 182–183
mission to mars
, 179–180
missions
, 174
perceptions of mission control
, 183
physical impact of ICE environments
, 176–177
psychological impact of ICE environments
, 177–178
regulatory flexibility
, 184–185
social impact of ICE environments
, 178–179
spaceflight as ICE environment
, 176
supporting stress management of crew
, 182
teams
, 181
Spaceflight multiteam system
, 176, 182
leveraging spaceflight multiteam system to support mission to mars
, 180–181
Spaceflight resource management (SFRM)
, 176, 182
Status conflict
, 83
Stress
, 87, 177
management of crew
, 182
and related symptomatology
, 34–35
Summated PsyCap approach
, 60–61
Sustainability in teams
, 89
Symptomatology, stress and related
, 34–35
Task conflict
, 30, 83, 133
Task performance
, 86
Team cognition
, 79
constructs
, 81
Team competitive processes
, 29
additional considerations
, 31–33
cohesion
, 30
conflict
, 30–31
Team resilience
, 2–4, 9, 86–87, 148, 150–153, 155, 161
conceptual advances in
, 3
conceptual challenges and opportunities in field-based team resilience research
, 5
exploring consequences and costs associated with repeated episodes of
, 8–9
formal specifications of events eliciting resilient team performance
, 9–10
methodological challenges and opportunities in field-based team resilience research
, 10
methods for capturing event appraisal and communication processes
, 11
need for methods with higher temporal resolution
, 11–12
processes
, 158
resilience in individuals
, 3
role of field research in advancing team resilience research
, 4–5
team resilience challenges, relevance for field research, and future research directions
, 6–7
trajectories of resilient team performance
, 7–8
Team-level PsyCap
, 58–60, 62
operationalization of
, 60–62
as predictor of team health, Well-Being, and safety outcomes
, 62–63
and team-level constructs in relation to health, Well-Being, and safety outcomes
, 63–65
Team-member exchange (TMX)
, 85
Team(s)
, 19, 23–25, 29, 100–101, 149, 153, 174–177
adaptability
, 150
adaptation process
, 11, 150
antecedents of engagement from teams perspective
, 102
autonomy
, 64
burnout
, 129
care
, 182
cohesion
, 30, 84, 127–128
conflict
, 83–84, 87–88, 133–134
flow
, 130
functioning
, 157
learning
, 161
members
, 122–123, 125, 130
membership change
, 155
mindfulness
, 75, 81
motivation
, 130–131
outcomes
, 161
processes
, 4, 150–151, 157
researchers
, 29
stress
, 175–176
team-level constructs in relation to health, Well-Being, and safety outcomes
, 63–65
team-level efficacy
, 62
team-level optimism
, 60
team-level PsyCap as predictor team health of
, 62–63
team-level resilience
, 59
trajectories
, 7
transactive memory
, 80
trust
, 132
viability
, 89
vigor
, 130
vitality
, 129
Well-Being as potential consequence of mindfulness
, 89
work engagement
, 129
Teamwork
and demands
, 124–125, 132
future directions
, 137
implications and future directions
, 136
model linking teamwork to member Well-Being
, 124–136
moderators of effects of teamwork on member Well-Being
, 126–127
practical implications
, 136–137
process
, 132–133
research implications
, 136
as resource
, 124–125, 128–129
as source of emotion contagion
, 126
Well-Being at work
, 123
Technological tools
, 156
Technology integration
, 156
Temporal dynamics
, 159, 164–165
Tie strength
, 110–111
Toxic behaviors
, 134–135
Traditional ASA model
, 24
Trait competitiveness (TC)
, 19, 21, 23
Transformation
, 25
Trust
, 132
Unobtrusive measurement strategies
, 12
Vigor
, 102
Virtual reality
, 182
Volatile, uncertain, complex, and ambiguous (VUCA) environment
, 55
Wearable physiological sensing
, 12
Well–being
, 35–36, 162–163
breaking down team processes
, 159–160
capacity/ability
, 149–150
diving deeper into nuances
, 163–164
double down on time
, 159
emergent state
, 150
future directions
, 163
individual-level psycap as predictor of
, 55–57
interpersonal dynamics
, 156
interpersonal processes in service of psychological health
, 160
literature review
, 149
measurement
, 165–167
nature of adversity
, 154
nature of outcomes
, 161
nature of processes
, 157
outcome
, 151–154
outside work environment
, 157
process
, 150–151
psychological safety
, 162
social resilience
, 162
spirals
, 165
team membership change
, 155
team-level PsyCap and team-level constructs in relation to
, 63–65
team-level PsyCap as predictor of
, 62–63
technology integration
, 156
temporal dynamics
, 164–165
Well-Being
, 162–163
at work
, 123
Work
antecedents of engagement from teams perspective
, 102
conceptualizing work engagement through SNA
, 104–107
as construct
, 101–102
degree centrality
, 109–110
density
, 108–109
dynamics
, 23
engagement
, 101, 125
environment
, 157
resource-related theories
, 102–104
tie strength
, 110–111
Well-Being at
, 123
- Prelims
- Chapter 1: Meeting the Challenge of Team Resilience in the Field
- Chapter 2: The Competitive Conundrum: Exploring Multilevel Competitive Influences on Stress and Well-Being
- Chapter 3: Psychological Capital as a Predictor of Health, Well-Being, and Safety Outcomes: Insights for Team-Level Psychological Capital
- Chapter 4: Mindfulness in Teams
- Chapter 5: A Social Network Perspective of Work Engagement on Teams
- Chapter 6: Can Effective Teamwork Enhance Members' Well-Being?
- Chapter 7: From Performance to Well-Being: Broadening the Team Resilience Discourse
- Chapter 8: Managing Spaceflight Team Stress: Considerations for Multiteam System Research
- Index