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The purpose of this paper is to develop and test a model for the relationship between learning behavior in groups and empowerment leadership using trust among group members as a specific context factor that influences the relationship.

This study uses a quantitative survey that involves 78 working groups from various types of teams and diverse business fields in Indonesia. Data analysis was carried out at the group level, and, for the hypothesis testing, hierarchical multiple regression analysis was used.

The empirical results of the testing show that empowerment leadership has a positive influence on learning behavior in groups, and trust among group members is proven to be a moderating variable that strengthens the influence of these variables.

The process of generalizing findings must be carried out carefully considering that the model testing carried out was in the context of specific groups and included the existence of common method bias risk.

This paper provides an understanding of the interaction between the presence of group leaders who have an empowerment leadership style and the existence of trust among group members that will encourage the emergence of learning behavior in groups. It contributes to the current literature by filling a gap from social information processing perspective. Individuals collectively will have attitudes and behavior based on information from coworkers while developing self-leadership that leads to sharing knowledge and sharing experience within the group.

The purpose of this study is two-fold. First, the nature of the relationship between team trust and team performance in the business context is determined. Second, both team design (team size and team type) and methodological moderators (source of criterion measure and study date) of the relationship are assessed.

A random-effects meta-analysis was performed on published and unpublished empirical studies. Subgroup moderator analyses were conducted using Cochran’s Q. Continuous moderator analyses were conducted using meta-regression.

Data from 55 independent studies (3,671 teams) were pooled. Results indicated a large, positive relationship between team trust and team performance in real business teams. Further analyses indicated that the relationship was significantly moderated by business team type, team size and source of criterion measure.

Results indicate that different team types, sizes and performance criteria should not be treated as equivalent. Results are based on cross-sectional research and can only be generalized to business teams.

Managers should be attentive to trust issues in work teams, as they may portend future performance problems or mirror other organizational issues that affect team performance. Team function and size predict how team trust is related to team performance.

The present study answers a call by Costa et al. (2018) for additional investigation of moderators of the trust-performance relationship in teams using a quantitative review of studies.

The purpose of this paper is to introduce and test a model of group processes (e.g. conflict), emergent states (e.g. trust), and group context (e.g. connectedness) to better understand the mechanisms that underlie the traditionally negative effects of conflict.

A total of 27 workgroups of a Dutch telecommunications company participated in a survey. To assess trust as a mediator between conflict and performance bootstrapping analysis was used. In addition, the moderating role of the three connectedness types was investigated with hierarchical regressions.

The results suggest that trust partially mediates the effect of task conflict and fully mediates the effect of relationship conflict on performance. Furthermore, trust is less affected by task conflict when group members are highly cognitively connected and less affected by relationship conflict when group members are highly task connected.

This research implies that task and cognitive connectedness decrease the negative effect of conflict on trust, and hence, performance. Shortcomings include discussing the causality between conflict and trust, and the possibility of different perceptions among group members regarding group phenomena.

The findings suggest that managers can help to provide circumstances in which conflict is not necessarily destructive for intragroup trust and performance.

Provides one of the first empirical examinations of the mediating role of trust in the relationship between task and relationship conflict and perceived group performance. Additionally, examines if connectedness (the level of active involvement of group members with each other) buffers the negative effects of conflict on trust.

Team composition research considers how configurations (e.g., team-level diversity) of team members’ attributes (e.g., personality, values, demographics) influence important outcomes. Our chapter describes key issues in understanding and effectively managing team composition over time.

We discuss how context shapes team composition. We review empirical research that examined relationships between team composition, and team processes and emergent properties over multiple time points. We review research that examined how composition can be effectively managed over the lifecycle of a team.

Context shapes the nature of team composition itself (e.g., dynamic composition). To the extent that membership change, fluid boundaries, and multiple team membership are present should be accounted for in research and practice. The research we reviewed indicated no, or fleeting effects for surface-level (e.g., demographics) composition on the development of team processes and emergent properties over time, although there were exceptions. Conversely, deep-level composition affected team processes and emergent properties early in a team’s lifespan as well as later. Team composition information can be used in staffing; it can also inform how to best leverage training, leadership, rewards, tasks, and technology to promote team effectiveness.

Teams are the building blocks of contemporary organizations. Understanding and effectively managing team composition over time can increase the likelihood of team.

Our chapter provides novel insights into key issues in understanding and effectively managing team composition over time.

Theories of trust imply that team trust develops and grows over time, yet relatively few researchers have taken on the challenge of studying team trust in longitudinal research designs. The purpose of this chapter is to provide a concise summary of the existing literature on team trust over time, and to offer a conceptual model of team-level trust development over time to aid future research on this topic.

We draw from the Input–Mediator–Output–Input (IMOI) framework, as well as previous multilevel models of organizational trust development, and published findings from longitudinal team trust studies.

Taking a temporal perspective, we consider how team-level mediators and outcomes can both predict and be predicted by team trust trajectories and feedback loops over time, as well as how those relationships with team trust might change based on the existence of other moderating variables including trust violation and repair.

Future longitudinal team research may use the model as a starting point for investigating the antecedents, as well as the team processes and dynamic emergent states, that can effectively predict trajectories of team trust across various stages of teamwork.

Based on our review of extant literature, we provide several recommendations for training and organizational intervention including the importance of management’s consideration of team-level trust in providing feedback, enhancing cohesion, and mitigating conflict.

We provide insight into the development of team trust trajectories and offer a framework to help guide future longitudinal team trust research.

Guided by the affective events theory (AET), the purpose of this paper was to explore the impact of interpersonal trust in peers, as an affective work event, on two affect-driven behaviors (i.e. job performance and organizational citizenship behavior toward individuals [OCBI]) via positive affect during the Covid-19 pandemic, particularly in the Asia–Pacific region.

This study is quantitative in approach, and longitudinal survey study in design. The authors collected data from lecturers in 2020 at the beginning, at the end and two months after the first Covid-19 lockdown in Malaysia. Then, the authors utilized the efficient partial least squares (PLSe2) estimator to investigate the relationships between the variables, while also considering gender as a control variable.

The findings show that positive affect fully mediates the relationship between interpersonal trust in peers and job performance and partially mediates the relationship between interpersonal trust in peers and OCBI. Given that gender did not demonstrate any significant relationships with interpersonal trust in peers, positive affect, job performance and OCBI, the recommended policies can be universally developed and applied, irrespective of the gender of academics.

This research contributes originality by integrating the widely recognized theoretical framework of AET and investigating a less explored context, specifically the Malaysian higher education sector during the challenging initial phase of the Covid-19 pandemic. Furthermore, the authors adopt a novel and robust methodological approach, utilizing the efficient partial least squares (PLSe2) estimator, to thoroughly examine and validate the longitudinal theoretical model from both explanatory and predictive perspectives.

Understanding the relationship between performance and trust in virtual teams is receiving significant attention due to “connected” virtual team contexts becoming more prevalent. This paper reports on new findings relating to the dynamics of trust and performance in virtual team contexts. The study aims to explore the evolution of trust and its mediating role in determining the performance of virtual teams, as well as to investigate if and how performance itself affected trust.

The study is based on a longitudinal quantitative survey of 71 international virtual student teams working in four universities in Finland, Estonia, Latvia and Russia.

In line with swift trust and social norms theory, the authors found that relatively high levels of initial trust did not change over the period of the teams’ projects in general, but in teams where feedback on performance was negative, both trust and trustworthiness declined significantly. Trust had a small mediating effect between group performances in two consecutive measurement points, meaning that past performance had an impact on trust, which in turn impacted the teams’ next performance. However, no mediating effect was present between individual and team performance.

The authors conclude that managing virtual teams should concentrate on team actions and achieving and recognising small quick wins at least as much as dealing with trust, specifically. Negative performance feedback should not deteriorate members’ perception of benevolence and integrity in the team.

The paper distinguishes the dynamics of two trust components and tests new models with these as partial mediators in determining virtual team performance. Importantly, the authors challenge the notion that emotional component of trust, perceived trustworthiness, is less relevant in virtual teams.

The purpose of this study is to examine the effects of shared transformational leadership and its components on team viability and team satisfaction through the mediating processes of workplace spirituality and team trust, the emergent states of team processes.

This study is based on software project teams working in India’s information technology sector. The study adopts a cross-sectional research design to investigate the relationships between the study’s constructs.

This study shows varying effects of the components of shared transformational leadership on team viability and team satisfaction. The study has shown empirical evidence for the mediating role of workplace spirituality in the relationship between shared transformational leadership components and team effectiveness components. This study reveals the intervening roles of workplace spirituality and team trust in the relationship between shared transformational leadership as a unidimensional construct and team viability and effectiveness.

Team rewards and team autonomy can cultivate a sense of community and trust among team members. Team trust facilitates autonomy, and workplace spirituality helps develop connectedness among team members.

This study has contributed to the research discourse on team effectiveness by demonstrating that workplace spirituality and team trust act as mediators in the relationship between shared transformational leadership and team effectiveness. This study has shown the relative strength of the effects of the components of shared transformational leadership on workplace spirituality, team viability and team satisfaction.

The COVID-19 pandemic transformed angel investment meetings from in-person to online. The purpose of this paper is to explore whether this move affected angel investors' perception of subjective behavioral cues in pitch sessions within a large Brazilian angel group.

This study followed an exploratory approach using a triangulation process that combined observation, documents and interviews. Data collected by observation, document studies, and interviews were themed, coded, and organized during the research.

The move from in-person to online pitches did not seem to affect levels of trustworthiness or arrogance as angels assessed more message content during Q&A sessions. Body movement, gestures and “eye gaze” (i.e. the look on a presenter’s face) played a central role in passion assessment during in-person meetings. Body language was highly limited during online sessions and tone of voice became the main source of passion assessment.

The findings of this study suggest that pitches at online meetings affect angel investors' perception of founders' subjective cues, particularly cues pertaining to passion. Entrepreneurs should be trained to convey passion with tone of voice and to improve their body language in the context of webcam use. The interviews with volunteer sampling were subject to volunteer bias. Additionally, the findings may be affected by cultural context.

A practical contribution of this study is to highlight the need for entrepreneurs to be trained for online pitches. In an online setting, body language is limited, but it is still possible to use one’s hands and tone of voice to connect better to investors.

This study is unique because it captures the transition of angel investment meetings from in-person affairs before the pandemic to online meetings during the pandemic crisis. These unique circumstances provided a real-world laboratory to observe founders' subjective cue effects on angel investment decision-making.