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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.

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.

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.

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.

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.

Adaptive capacity has commonly been defined as the “general ability of institutions, systems, and individuals to adjust to potential damage, to take advantage of opportunities, or to cope with the consequences” (http://www.greenfacts.org). Adaptive capacity is herein described as the ability to facilitate the process of adaptive team performance and the resulting outcome of team adaptation (see Stagl, Burke, Salas, & Pierce, this volume). More specifically, although often spoken of with regard to environmental and global changes, it is spoken of here with regard to the ability of individuals (and correspondingly teams) to recognize and understand contextual changes, dynamically revise and implement plans accordingly, and learn from each implementation so as to be better prepared in the future.

Despite the widespread use of teams and extensive research regarding school‐based teams, there is a paucity of research regarding team‐theory applied to high school administrations. This paper aims to explore the team structures and conditions of a public high school administration that has demonstrated success with a heterogeneous student population.

This is a case study employing multiple approaches within a qualitative particularistic case study methodology. The participants were the members of a public high school administration, plus the employees of the school. The study used surveys, semi‐structured interviews, and coded observations to examine the structures and conditions of the administration as a team.

The findings suggest practical strategies of value to school leaders seeking to increase the likelihood for administrative team success. A qualitative case study of a public high school administration revealed the presence of five enabling conditions and structures of high performance teams (HPT): real team, compelling direction, proper work structure, supportive context, and expert coaching.

This case study is limited to one participant school and the size limits the findings and may not be representative of the population of all public high schools. In addition, the findings warrant additional research that includes a broader, more extensive, and diverse population.

The findings in this research are of practical value to school leaders seeking to increase the likelihood for administrative team success.

This paper extends a model examined in other industries to education, and has both practical and theoretical value. The exploration of critical structures within a high school administrative team is new and its practical applicability increases its value.

The purpose of this paper is to replicate previous findings exploring the mediating effect of personal leadership on professional leadership and intentions to cooperate, and to extend the model by examining organizational performance.

Employees from two school districts (one high performing, the other low performing) in New York State completed a survey designed to gather their perceptions of study variables.

Professional and personal leadership are positively related to employee intentions to cooperate, personal leadership mediates the effect of professional leadership on employee intentions to cooperate, and employees in the high-performing organization rated all study variables higher than employees in the low-performing organization.

Limitations include predictor and outcome data both collected from the same respondents and all measures collected via survey. Both of these issues raise concerns with regards to common method bias, though actual performance data was gained from a separate source.

Managers should focus on developing both professional (i.e. providing direction, process, and coordination to members) and personal (i.e. demonstrating expertise, trust, caring, sharing, and ethics) behaviors to enhance.

The current study's findings are compelling and supportive of prior research (Mastrangelo et al., 2004; Eddy et al., 2008). Both professional and personal leadership have an important impact on employee intentions to cooperate, and personal leadership mediates the relationship between professional leadership and employee intentions to cooperate. Leaders should focus on enhancing these behaviors in order to positively impact organizational success. Most compelling is the power of personal leadership. A greater emphasis on expertise, trust, caring, sharing, and ethical behavior in teaching and practicing leadership will undoubtedly lead to more enduring leadership.

The paper provides confirmatory evidence for the value of the leadership model put forth by Mastrangelo et al. (2004) and extends the model to include other important outcomes. An examination of leader behaviors at high-performing organization and low-performing organization uncovers ways managers can enhance their leadership behaviors.

The aims of the present study were to test the predictive validity of the Swedish version of the Team Diagnostic Survey (TDS).

A model with both performance and satisfaction was tested with structural equation model (SEM) analyses. Participants completing the survey were employees (N = 214) across three large workplaces. Analyses were done at the group level and data from 33 teams were included in the final data material.

Results from validation data indicate that the TDS has satisfactory high Cronbach’s alpha values on most factors. Results from the SEM analyses show a moderate model fit for the main model. Team-level factors predict both performance and satisfaction, while organization and coaching factors do not.

The present study was limited to a cross-sectional design, but earlier studies have shown that the accuracy of the TDS remains consistent over time. The main purpose of this study was to test the predictive validity of the instrument. Theoretical implications of the study are that a survey can be used to get a valid overall picture of the real-life work team’s effectiveness.

Practical implications of the study are that communication between researcher and/or consultant and organizational stakeholders is made easier, as the most important factors that affect team effectiveness are identified.

The work on the development on TDS has shown that it is possible to use a complex instrument to diagnose work groups, and this line of research is leading the way for better instruments.

This article serves as an introduction to four articles featured in a special issue on selective incivility in the workplace. This collection of papers addresses pressing issues around unpacking and tackling selective incivility in organizations.

This introductory article first highlights research in this area to date, provides a summary of the papers included in this special issue and ends with intriguing themes from the papers and ways in which they advance the field.

These papers reveal contextual factors that help us better understand selective incivility: group processes, workplace gender composition, status and power and modality (in-person or online incivility).

By bringing together four approaches to studying selective incivility, this special issue pushes the field forward, providing empirically based insights as well as compelling new research directions.

The purpose of this paper is to describe the hard times currently faced by many organisations, particularly public‐sector organisations in the UK, review the relevant published literature on the management of change and explore two issues not adequately dealt with in the literature. The initial literature review looks at three themes, namely visionary theories of leadership, unsuccessful implementation of change, and successful implementation of change. The two additional issues are how to manage change when you do not have a clear vision and how to manage change when you have a vision but it is resisted or rejected by job holders.

The article begins by looking at the hard times faced by public‐sector organisations in the UK, where organisations find themselves under attack on both political and economic grounds. Jobs, salaries and pensions have all been cut, along with training and development activities, and further cuts seem likely. This case study is relevant to all involved in the management of change, irrespective of whether the changes are taking place in public, private or voluntary sector. The article then looks at the published literature on visionary leadership, unsuccessful change management and successful change management. From this literature review, it is possible to identify five inter‐related sets of issues that are likely to determine the success of attempts at organisational change, namely, strategic thinking, leadership, task management, relationships and resources. The author then draws on his own experience in management training and development to identify two issues frequently raised but not adequately dealt with in the published literature, namely, how to manage change when you have a vision but it is resisted or rejected by job holders, as well as to offer suggestions for handling such matters.

The success of attempts at organisational change is seen to be related to the following five sets of issues: strategic thinking (e.g. environmental scanning, prior problem diagnosis and analysis, and having a good solution); leadership (e.g. developing and communicating a vision, building support for the vision and developing teams); task management (e.g. planning tasks, allocating roles, establishing monitoring procedures and co‐ordinating activities); relationships (e.g. listening, consulting, involving, supporting, encouraging and developing staff); and resources (i.e. having or acquiring necessary resources, including money, time, people and technical expertise). In order to manage change successfully when you do not have a vision, it is important to: manage emotions, particularly by acknowledging how people feel and why they feel the way they do; take steps to develop a vision and keep people informed of the steps you are taking; engage in two‐way communication throughout the process; develop and communicate visions about visions, make clear what you aspire to and how you will get there; and engage in and promote continuous learning and development. In order to manage change when a vision is resisted or rejected, it is important to: manage emotions, as described above; avoid lies, bulls*** and management‐speak; and engage in honest, open and constructive two‐way communication. It is concluded that the above two problems are intrinsically difficult and it may not, therefore, be possible to achieve commitment to change. Nonetheless, it may be possible to limit the damage, provide a foundation for building more positive longer‐term relationships and make the best of a bad job.

The originality and value of this paper lies in the way in which it: reviews and draws together previous theory and research on change management; identifies two problems commonly encountered in hard times but inadequately dealt with in the existing literature; and offers practical and realistic suggestions on how to handle the two problems. These findings have implications for anyone involved in the management of change in hard times, as well as training and development professionals working in this area.

To demonstrate that high performance in organizations results from their being decision‐driven.

Executives from 365 companies in seven countries were surveyed. More than 40 high‐performance companies were then interviewed. Industry leaders in the study were compared with trailing competitors, while transformations where organizational change was clearly a leading factor were also examined in depth. More broadly, the article draws on the experience of more than 1,000 organization cases for more than 500.

The findings were that only 15 percent of companies have an organization that helps them outperform and that these companies are differentiated by the quality of their decision‐making – and their ability to repeatedly implement their decisions successfully. Successful implementation depends on an integrated organizational system that aligns five attributes – leadership, accountability, people, frontline execution and a performance culture.

This research has lead to the development of a scorecard to measure organizational effectiveness. This enables companies to benchmark their performance against the 365 businesses in the survey. The scorecard gauges agreement (on a one‐to‐four scale) among managers and employees with ten key statements that reflect the five attributes of high performance.

The article will help focus company leaders on the organizational issues that drive high performance. In addition to identifying the key attributes of high performance, it presents an organizational effectiveness scorecard to isolate the causes of underperformance and guide change. It should be of value to all management levels from the chief executive to front line staff.

As more companies wrap their offering with “an experience,” it is important that experience authenticity is understood to be a critical consumer sensibility. This paper aims to address this issue.

The authors have studied experience marketing and found that consumers often choose to buy or not buy based on how genuine they perceive an offering to be. The authors warn that fakery, phoniness, or manipulation that becomes associated with your offering will harm your brand.

The paper finds that executives must learn to understand, manage, and excel at delivering authenticity. So how can leaders tell the difference between bogus and authentic business opportunities?

A short case study of the Walt Disney Company shows that authenticity will not result when a company strives for a strategic position that is inimical to its traditions.

The execution zone is the set of decisions and actions that a company can make and still be perceived as true to self. For companies that try to operate outside their execution zone there is little likelihood that the resultant offerings will be perceived as authentic. Managers can learn to use eight principles to guide them in delineating where exactly your own “execution zone” lies, and thereby stake out viable, powerful, and compelling competitive positions.

To discover your company's authentic opportunities, use the eight principles to peer into your future until you determine where you should go. And then treat that future not as a destination but as a guide to the path before you.

Discusses the 27 papers in ISEF 1999 Proceedings on the subject of electromagnetisms. States the groups of papers cover such subjects within the discipline as: induction machines; reluctance motors; PM motors; transformers and reactors; and special problems and applications. Debates all of these in great detail and itemizes each with greater in‐depth discussion of the various technical applications and areas. Concludes that the recommendations made should be adhered to.