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1 – 10 of over 38000This study used the team climate inventory (TCI) to create awareness of the multidimensional nature of team climate, to diagnose the climate of teams, and to present specific…
Abstract
This study used the team climate inventory (TCI) to create awareness of the multidimensional nature of team climate, to diagnose the climate of teams, and to present specific actions to improve team climate. Management undergraduates from 81, four‐person teams completed the TCI and an open‐ended question at week 3 and week 12 of their team projects. Quantitative results showed positive team climates at both administrations; however, only four of 13 sub‐scales showed small, significant improvements at week 12. Qualitative data analysis revealed 11 themes that enrich our understanding of factors contributing to positive team climate development. The study showed that the TCI is a useful tool in assessing team climate, sensitizing team members to the nature of team climate, and identifying actions to improve team climate in the context of the learning organization.
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Lili Gao, Xicheng Zhang, Xiaopeng Deng, Na Zhang and Ying Lu
This study aims to investigate the relationship between individual-level psychological resources and team resilience in the context of expatriate project management teams. It…
Abstract
Purpose
This study aims to investigate the relationship between individual-level psychological resources and team resilience in the context of expatriate project management teams. It seeks to understand how personal psychological resources contribute to team resilience and explore the dynamic evolution mechanism of team resilience. The goal is to enhance team resilience among expatriates in a BANI (Brittle, Anxious, Nonlinear, and Incomprehensible) world, where organizations face volatile and uncertain conditions.
Design/methodology/approach
An online survey was applied for data collection, and 315 valid samples from Chinese expatriates in international construction projects were utilized for data analysis. A structural equation model (SEM) examines the relationships between personal psychological resources and team resilience. The study identifies five psychological factors influencing team resilience: Employee Resilience, Cross-cultural Adjustment, Self-efficacy, Social Support, and Team Climate. The hypothesized relationships are validated through the SEM analysis. Additionally, a fuzzy cognitive map (FCM) is constructed to explore the dynamic mechanism of team resilience formation based on the results of the SEM.
Findings
The SEM analysis confirms that employee resilience, cross-cultural adjustment, and team climate positively impact team resilience. Social support and self-efficacy also have positive effects on team climate. Moreover, team climate is found to fully mediate the relationship between self-efficacy and team resilience, as well as between social support and team resilience. The FCM model provides further insights into the dynamic evolution of team resilience, highlighting the varying impact effects of antecedents during the team resilience development process and the effectiveness of different combinations of intervention strategies.
Originality/value
This study contributes to understanding team resilience by identifying the psychological factors influencing team resilience in expatriate project management teams. The findings emphasize the importance of social support and team climate in promoting team resilience. Interventions targeting team climate are found to facilitate the rapid development of team resilience. In contrast, interventions for social support are necessary for sustainable, long-term high levels of team resilience. Based on the dynamic simulation results, strategies for cultivating team resilience through external intervention and internal adjustment are proposed, focusing on social support and team climate. Implementing these strategies can enhance project management team resilience and improve the core competitiveness of contractors in the BANI era.
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Dong Liu, Chi-Sum Wong and Ping-Ping Fu
Leaders’ emotional intelligence (EI), personality, and empowering behavior have been heavily studied in the organizational behavior literature. To date, the majority of research…
Abstract
Leaders’ emotional intelligence (EI), personality, and empowering behavior have been heavily studied in the organizational behavior literature. To date, the majority of research on EI and personality has shown their significant influence on personal outcomes. It has also been suggested that empowerment is a fundamental psychological mechanism underlying follower outcomes. Nevertheless, little attention has been paid to the effect of team leaders’ EI and personality on team outcomes and the potential mediating effect of team leaders’ empowering behavior. In this study, we developed theoretical rationale and empirically tested the effect of team leaders’ EI and personality on team climate and the mediating role that team leaders’ empowering behavior plays in this relationship. The results supported most of our hypothesized relationships, that is, the positive effects of team leaders’ EI and agreeableness on team climate were mediated by team leaders’ empowering behavior, whereas team leaders’ openness to new experience was not related to empowering behavior and team climate. Finally, theoretical and practical implications were discussed.
The purpose of this paper is to investigate the effect of inclusive leadership on team climate. Drawing on the social exchange theory (SET), this study proposes a theoretical…
Abstract
Purpose
The purpose of this paper is to investigate the effect of inclusive leadership on team climate. Drawing on the social exchange theory (SET), this study proposes a theoretical model in which (1) inclusive leadership enhances team climate, (2) the moderating effect of team power distance and trust in leadership in the relationship between inclusive leadership and team climate.
Design/methodology/approach
A quantitative research method was applied, with a survey of 247 Nigerian employees nested in 59 teams in multiple small manufacturing firms across diverse industries widely distributed into textile, furniture, bakery and palm oil production firms. The partial least square structural equation modelling was used to test the study's proposed hypotheses.
Findings
The results revealed that inclusive leadership has a positive and direct effect on team climate. Also, this study found that (1) team power distance positively influences the relationship between inclusive leadership and team climate; and (2) trust in leadership positively influences the relationship between inclusive leadership and team climate.
Research limitations/implications
This study affirms the explanatory power of SET to investigate inclusive leadership and team climate at the team level. Also, the study utilised the SET to confirm the significance and value of team power distance and trust in leadership in the relationship between inclusive leadership and team climate at the team level in the Nigerian context.
Practical implications
The paper examined the relationship between inclusive leadership and team climate with team power distance and trust in leadership as moderators. The findings suggest that inclusive leadership play a paramount role in understanding team climate among small manufacturing firms. Moreover, the findings can be applied in organisations by creating different assessment mechanisms, e.g. webinars and training sessions, to encourage effective inclusive leadership behaviours in fostering a team climate for creativity and innovation.
Originality/value
The main contribution of this current research to knowledge is on the examination of the distinctive leadership style that influences team climate. The study indicates that when team members are allowed to fully contribute to the team, inclusion is promoted among group members, and trust in leadership is strengthened, which increases their perception of team climate within organisations.
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Xin Zhao, Na Fu and Xiaoning Liang
Team leaders play a vital role in achieving superior team performance. However, their role in implementing the organizational customer orientation strategy is not well understood…
Abstract
Purpose
Team leaders play a vital role in achieving superior team performance. However, their role in implementing the organizational customer orientation strategy is not well understood. Drawing on social exchange theory, this study investigates how team leader customer orientation affects team customer orientation climate and team performance (i.e. customer satisfaction) as well as the moderating role of transformational leadership in such effect.
Design/methodology/approach
This study builds on survey data collected from matched team leaders, employees and customers nested in 81 service teams and employs hierarchical multiple regression analysis to test the hypotheses.
Findings
The findings indicate that team leader customer orientation increases team customer orientation climate, which leads to a higher level of customer satisfaction. Leaders' transformational leadership moderates the link between a leader customer orientation and team customer orientation climate in an unexpected way. When a team leader is transformational, the team customer orientation climate is enhanced, regardless of the level of team leader customer orientation. When a team leader's transformational leadership is low, the higher leader customer orientation is and the higher team customer orientation climate is.
Originality/value
This study contributes to the customer orientation, transformational leadership and service literature by unraveling team leaders' roles in boosting team customer orientation climate and team effectiveness.
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Yuanmei (Elly) Qu, Gergana Todorova, Marie T. Dasborough and Yunxia Shi
The purpose of this study is to examine whether and how abusive supervision climate impacts team conflict from a mindfulness perspective. Prior research has identified serious…
Abstract
Purpose
The purpose of this study is to examine whether and how abusive supervision climate impacts team conflict from a mindfulness perspective. Prior research has identified serious dysfunctional effects of abusive supervision climate in teams. Team conflict, which is often a signal for dysfunctional relationships in teams, has however received limited attention. To contribute to this line of research, this study develops and tests a theoretical model on the role of team mindfulness in understanding the link between abusive supervision climate and task, process, and relationship conflict.
Design/methodology/approach
To test the theoretical model, this study collected and analyzed two-wave time-lagged data from 499 employees in 92 teams.
Findings
The results showed that abusive supervision climate aggravated task conflict and process conflict via diminishing levels of team mindfulness. Abusive supervision climate also exacerbated relationship conflict, but the effects did not occur via a decrease in team mindfulness.
Practical implications
While it may not always be possible to prevent the development of an abusive supervision climate in workplaces, other interventions may prevent conflict in teams with abusive leaders. As indicated by the findings, task conflict and process conflict may be reduced if teams are high on mindfulness. Interventions that stimulate team mindfulness might thus improve collaboration in teams with abusive leaders.
Originality/value
This research offers novel insights regarding how abusive leaders might instigate conflict within teams. Specifically, through the unique perspective of mindfulness, the authors are able to offer new insights into how abusive supervision climate affects task, process and relationship conflict. This study offers a novel, yet important, lens to examine how conflict occurs in teams.
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– The aim of this paper is to address both the socio-moral climate and how teams process debate and decision comprehensiveness as pre-conditions for team innovation.
Abstract
Purpose
The aim of this paper is to address both the socio-moral climate and how teams process debate and decision comprehensiveness as pre-conditions for team innovation.
Design/methodology/approach
A total of 67 teams comprising 413 participants were surveyed. Data were analyzed with a multiple-step multiple-mediation procedure.
Findings
The socio-moral climate was positively related to innovation. The positive relation between the socio-moral climate and innovation was mediated stepwise through debate and decision comprehensiveness.
Research limitations/implications
To overcome the limitations of a cross-sectional design, future research opportunities exist in the longitudinal evaluation of participatory socio-moral climates and comparisons between organizations. Debate and decision comprehensiveness can be further studied using behavior-based methodological designs, such as observation.
Practical implications
From this study, practitioners can learn of the needs and opportunities for participative approaches when managing innovation in teams. Promoting a socio-moral climate of cooperation, communication, openness, appreciation, trust and respect and leaving open the possibility that debating can help integrative decision comprehensiveness and thus innovation.
Originality/value
This paper expands the literature on organizational climate, debate, decision comprehensiveness, and innovation. On the one hand, the results empirically linked the socio-moral climate, a theoretically well-founded climate construct, to process variables. On the other hand, the literature on debate and decision comprehensiveness was expanded by adding the socio-moral climate as a pre-condition of debate and decision comprehensiveness. Furthermore, both were linked to a crucial outcome variable, innovation.
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Sabina Bogilović, Guido Bortoluzzi, Matej Černe, Khatereh Ghasemzadeh and Jana Žnidaršič
The purpose of this paper is to extend current discussion on the drivers of innovative work behavior (IWB) by exploring how individual perceived diversities (visible dissimilarity…
Abstract
Purpose
The purpose of this paper is to extend current discussion on the drivers of innovative work behavior (IWB) by exploring how individual perceived diversities (visible dissimilarity and cognitive group diversity) and climates (team/clan and innovative/entrepreneurial) impact IWB.
Design/methodology/approach
Data had been collected from a cross-national study of working professionals (n = 584) from five different cultural contexts.
Findings
Findings of this study indicated that cognitive group diversity mediated the negative relationship between visible dissimilarity and IWB. Further, both innovative/entrepreneurial and team/clan climates moderated the relationship between visible dissimilarity and cognitive group diversity. Such a moderation effect reduced the negative effect that visible dissimilarity had on IWB.
Research limitations/implications
A cross-sectional single-source data set.
Practical implications
From a managerial perspective, climates (team/clan and innovative/entrepreneurial) are central for IWB in the diverse (visible and cognitive) working environment. Thus, organizations should pay attention to create a climate (team/clan or/and innovative/entrepreneurial) that reduces the negative impact of perceived diversity in the working environment while supporting IWB.
Originality/value
This study is the first of its kind that is based on social categorization theory, empirically examining how different types of diversity (visible dissimilarity and cognitive group diversity) simultaneously reduce individuals’ IWB. Furthermore, this paper provides insights that climates (team/clan and innovative/entrepreneurial) are crucial for IWB in the diverse working environment.
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Michelle Chin Chin Lee and Mohd. Awang Idris
The importance of organizational climates in enhancing employees’ job performance is well studied in the literature. The purpose of this paper is to investigate the effect of…
Abstract
Purpose
The importance of organizational climates in enhancing employees’ job performance is well studied in the literature. The purpose of this paper is to investigate the effect of psychosocial safety climate (PSC) and team climate on job performance, particularly through job engagement, by using a multilevel survey. The study also predicted that only PSC (and not team climate) predicted job resources (i.e. role clarity and performance feedback).
Design/methodology/approach
A total of 412 employees from 44 teams (72.6 per cent response rate) in Malaysian private organizations participated in the current study.
Findings
Research findings revealed that performance feedback and role clarity mediate the relationship between PSC and job engagement, and that there is no direct effect between the variables, team climate, and job resources. As expected, the study also discovered that job engagement mediates the relationship between PSC and team climate related to job performance.
Practical implications
This paper suggests the importance of PSC as the precursor to better working conditions (i.e. job resources) and to indirectly boosting employees’ engagement and job performance.
Originality/value
The study compared two distinctive organizational climate constructs that affect the different types of job resources using multilevel approach within the Asian context.
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Gregory A. Aarons, Kate L. Conover, Mark G. Ehrhart, Elisa M. Torres and Kendal Reeder
Clinician turnover in mental health settings impacts service quality, including availability and delivery of evidence-based practices. Leadership is associated with organizational…
Abstract
Purpose
Clinician turnover in mental health settings impacts service quality, including availability and delivery of evidence-based practices. Leadership is associated with organizational climate, team functioning and clinician turnover intentions (TI). This study examines leader–member exchange (LMX), reflecting the relationship between a supervisor and each supervisee, using mean team LMX, dispersion of individual clinician ratings compared to team members (i.e. relative LMX) and team level variability (i.e. LMX differentiation), in relation to organizational climate and clinician TI.
Design/methodology/approach
Survey data were collected from 363 clinicians, nested in children's mental health agency workgroups, providing county-contracted outpatient services to youth and families. A moderated mediation path analysis examined cross-level associations of leader–member exchange with organizational climate and turnover intentions.
Findings
Lower relative LMX and greater LMX differentiation were associated with higher clinician TI. Higher team-level demoralizing climate also predicted higher TI. These findings indicate that poorer LMX and more variability in LMX at the team level are related to clinician TI.
Originality/value
This study describes both team- and clinician-level factors on clinician TI. Few studies have examined LMX in mental health, and fewer still have examined relative LMX and LMX differentiation associations with organizational climate and TI. These findings highlight the importance of leader–follower relationships and organizational climate and their associations with clinician TIs. Mental health service systems and organizations can address these issues through fostering more positive supervisor–supervisee relationships.
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