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The current study focuses the impact of leadership and teams on employees’ psychological climate for change. Integrating streams of research from the change, organizational climate, leader‐member exchange (LMX), and group dynamics literature, the paper proposes that supervisors and teams will shape employees’ climate perceptions as a function of the relationship quality employees experience with these two social units. The impact of the supervisor’s and team’s personal view of the climate, as well as the dyadic quality‐supervisor climate view interaction, and team relations quality‐team climate view interaction were also examined. Results support a main effect for LMX, team relation quality, and team climate view on employee psychological climate for change. In addition, results revealed a multiplicative effect for LMX and supervisor climate view. Overall, the findings suggest that both types of work relationships employees share may serve as potential mechanisms for transforming employees toward change.

The purpose of this study is to propose a conceptual model for identifying the factors of e-service quality (e-SQ) and for investigating the impact of team identification, e-SQ and satisfaction on behavioural intention to revisit sports websites. The proposed conceptual framework includes five service quality factors of sports websites (usability, privacy, reliability, information, appearance). Based on the previous literature in the areas of e-SQ and team identification, this study attempts to develop a model to better understand the relationships between each construct. The Structural Equation Modelling (SEM) results with a convenience sample of 409 college students reveal that team identification has a positive and significant effect on e-SQ, satisfaction and revisitation. In addition, satisfaction is found to be a mediator between e-SQ and revisitation.

The purpose of this paper is to understand how team identification and country influence professional baseball team spectators’ evaluations of service quality factors, perceived value and future behavioral intentions.

Data were collected online from sports consumers of the Chinese Professional Baseball League (CPBL) in Taiwan (n = 600) and Major League Baseball in the USA (n = 460). A regression-based estimation method (PROCESS) and structural equation modeling approach were used to assess the relationships.

Both direct and indirect (via perceived value) effects of most service quality factors (schedule convenience, economic consideration, game amenities, ticket service and venue quality) on behavioral intentions are stronger for lowly than for highly identified CPBL fans. The indirect effect of home team on behavioral intentions is stronger for the lowly identified CPBL fans. The direct effect of game amenities and the indirect effect of venue quality (via perceived value) on behavioral intentions are stronger for the highly identified MLB fans. The indirect effect of opposing team and economic consideration is stronger for the lowly identified MLB fans. The positive relationship between venue quality and perceived value is stronger for the USA than for Taiwan fans. The relationships between game amenities and perceived value and between perceived value and behavioral intention are perceived to be invariant between fans from the two countries. Taiwan fans’ behavioral intentions tend to be directly and indirectly affected by service quality factors, whereas US fans’ behavioral intentions tend to be indirectly affected by service quality factors.

The study provides empirical evidence of the moderating role of team identification associated with the relationships between separate service quality factors, perceived value and behavioral intentions among consumers of a professional spectator sports in two different countries.

This paper investigates the influence of team characteristics and organization context factors on new product quality and compares these influences on Taiwanese (Collectivists) and American (Individualist) teams. For the Taiwanese teams, new product quality was positively affected by the capability of information integration and quality orientation of the firm, but was negatively influenced by speed-to-market pressure and level of product innovativeness. Functional and tenure diversity had no effect on new product quality. The capability of information integration in a team tended to reduce the negative effect of speed-to-market pressure on new product quality. For American teams, new product quality was positively affected by functional diversity, capability of information integration in the team, and quality orientation of the firm, but negatively influenced by supplier involvement. Customer involvement did increase the positive effect of the capability of information integration on new product quality.

Although how leaders shape their followers’ behaviors and outcomes is core to the leadership literature, empirical research exploring how followers might impact their leaders’ behaviors is just emerging. Using a follower-centric approach, this study aims to examine the link between followers’ conflict behaviors, transformational leadership (TL) and the quality of team member exchange (TMX). Additionally, the authors hypothesized and tested the moderating role of TMX quality in the relationship between TL and teams’ work engagement.

Quantitative data were collected randomly from 261 employees in 41 teams to examine the connection between followers’ conflict behaviors, TL and TMX and team engagement.

Using bottom-up/bootstrapping approach, results showed followers’ problem-solving conflict behaviors were positively linked with team leaders’ TL behaviors while improving TMX quality. Additionally, TL was connected with high levels of team work engagement and this connection was enhanced by TMX quality. Implications of the results are discussed.

Although this conceptual model revealed followers as impacting TL and TMX, there is also a possibility that TL and TMX quality may be able to impact employees’ conflict behaviors. Additionally, the current study adopted a cross-sectional research design which does not allow for an assessment of cause and effect. Therefore, caution should be taken in interpreting the results. Finally, the authors studied employees from a single national culture. Yet, they know that national culture may influence the relationship between TL and conflict at the individual and team levels. Overall, the present research showed that individual followers’ conflict behaviors were associated with TL behaviors and TMX quality.

On a practical note, managers would be more successful in managing conflict in teams if they would observe their followers’ conflict behaviors and act as role models in displaying problem solving conflict behaviors – an approach that has been identified in this study to assist in eliciting transformational behaviors from the leader. Furthermore, training is indicated. Organizations should consider training leaders in TL given that our result shows that TL has a direct positive connection with employee’s work engagement. Specifically, the followers’ conflict behaviors should now be incorporated into the leadership (e.g. transformational) training programs. Finally, managers who need to boost team work engagement should consider increasing the quality of the TMX in the team.

The leaders behavioral style may partly be dependent on the followers’ conflict management behaviors.

Thus far, research on leadership have been leader-centric, and while the authors are aware that followers have an important role in shaping the leaders’ behaviors, research in this area has until recently ignored how followers might impact their leaders’ style, processes and the quality of employee interactions, especially at the team level. The authors found for the first time that problem-solving conflict behaviors were connected with team leaders’ TL style and TMX quality.

The purpose of this paper is to develop a model to better understand which personality traits and personal values impact transformational leadership qualities in self-directed entrepreneurial teams as perceived by team members.

A cohort consisting of six self-directed entrepreneurial teams was selected. A multi-rater system was applied to assess the perceived transformational leadership qualities. A model was developed, using three dimensions of transformational leadership as dependent variables: inspiring others, stimulating interaction among group members and communicating a strong vision.

The ability to inspire others was predicted by friendliness, measuring a positive labeling of social phenomena. In addition, two positive moderation effects emerged as being related to inspirational capacities: assertiveness and despondency, and assertiveness and emotional empathy interacted. The second moderation effect also impacted the capacity to stimulate group interaction. The personality traits “modesty” and the personal value “human relations” were negatively related to the perceived capacity to communicate a strong vision. Furthermore, a significant but moderate effect of team membership on the capacity to inspire others respectively stimulate interaction seems to exist.

The research results offer valuable opportunities to enhance or to develop those informal, transformational leadership qualities positively influencing entrepreneurial effectiveness.

As entrepreneurship in small, self-directed teams is a popular phenomenon, research results add to the understanding of group interaction related to informal leadership.

Shared or informal transformational leadership in the context of self-directed, entrepreneurial teams is a relatively new phenomenon. Integrating a multi-rater assessment of leadership with personality combines interesting perspectives.

Quality Circles and Kaizen Events have resulted in productivity and quality improvements for organizations. There is limited empirical research comparing these two approaches. This research study was designed to understand the similarities and differences in the structure and outcomes of these two popular continuous improvement approaches in Korea and the USA. The paper aims to discuss these issues.

A logic model was used to structure a comparative analysis of Quality Circles and Kaizen Events undertaken in six different organizations in Korea and the USA. A logic model framework consisting of four areas (resources, activities, outputs and outcomes) was used to assess the key components of these six improvement projects. Data for three different comparative case study project pairs were collected. Projects were matched on both manufacturer-level and project-level characteristics. Matched projects were similar in size and type of product produced.

Similarities between Quality Circles and Kaizen Events were identified in every component of the logic model. Both mechanisms were effective in driving improvements in performance and in motivating employees, even though significant differences in the project size, type, and industrial sector existed across the six different projects.

There was no evidence to support the conclusion that one continuous improvement approach is more or less effective than the other. Both approaches produced improvements in both technical and social system outcomes. Overall, it appears based on this study, that both Quality Circles and Kaizen Events can be successfully deployed in an organization's continuous improvement journey.

Examines the involvement of all levels of employees in Hong Kong and China companies for ISO 9000 registration and maintenance. For convenience, the employee levels are divided into management, supervision, staff and operator level categories. The extent and the nature of involvement among these four levels of employees are studied and an appropriate employee strategy for ISO 9000 registration and maintenance is formulated. Based on the literature review, and the analysis of case studies and personal interviews that are conducted for selected Hong Kong and China ISO 9001/2 certified companies, we have formulated an employee involvement strategy to establish, implement and maintain the ISO 9000 based quality system. Then a questionnaire survey is conducted and the survey data are analyzed to validate and revise the strategy formulated earlier.

The purpose of this paper is to propose that the manager’s perception of the service quality delivered by his/her team acts as a precursor of his/her trust in team members. In turn, the manager’s trust in team members is related to team members’ trust in the manager. Furthermore, engagement and burnout at the individual level are considered outcomes of trust reciprocity.

The authors test this trust-mediated multilevel model with a sample of 95 managers and 754 team members working in services for people with intellectual disability. These services are delivered by team-based structures of workers who perform coordinated tasks.

The findings suggest that service quality delivered by team members is positively and significantly related to the manager’s trust in them. The results also suggest that the manager’s trust in team members leads to the trust that managers received by team members. Finally, team members who trust their managers show less burnout and high engagement.

Previous literature has neglected the reciprocity of trust. In contrast, this research study considered the perspective of both managers and team members and how this reciprocity of trust is related to service quality and well-being at work.

The current study highlights the critical role of service quality and achieving high-quality relationships between managers and team members.

Performance and well-being are compatible because team members’ efforts are compensated by forming relationships with managers based on trust, and the quality of these relationships, in turn, prevents burnout and stimulates engagement among employees.