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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.

Occupational stress occurs in a variety of forms, types, and situations. Arguably, a certain level of stress can encourage productivity, ingenuity, and satisfaction. As occupational stress escalates, however, people’s capacity to deal with it diminishes, eventually compromising work performance and provoking people to express negative emotions. These negative aspects of stress are buffered to a certain extent by individual differences such as personality as well as external contextual factors such as the working environment. This chapter reports a study applying an affective events theory (AET) as a framework to investigate perceived stress in response to negative events in emergency services’ workplaces and the potential buffering effects of servant leadership, affective team climate, and psychological capital. An experience sampling methodology (ESM) was used to record daily cases of self-reported negative events experienced by participants over the three week data-collection period. A structured survey questionnaire independent of the ESM was also used to collect data from 44 emergency service operation members. The findings indicate that servant leadership behavior, affective team climate, and individual psychological capital all are significantly related to reduced perceived occupational stress in emergency service team members.

Purpose – The purpose of this chapter is to explore the effects of team composition on justice climate strength. Specifically, we adopt a social network approach to justice in teams to explore the social-psychological mechanisms underlying diversity effects.

Design/methodology/approach – Using data from 80 self-managed project teams, we consider the impact of surface-level and deep-level diversity in teams on member social network ties and subsequently dispersion in their perceptions of procedural and interpersonal justice.

Findings – The results showed that diversity in team members’ psychological attributes – specifically, preferences for individualism – were associated with variability in members’ attachment to the team. In contrast, team gender and racial diversity were not significantly related to member social network ties. The results also demonstrated a relationship between network tie diversity and both procedural and interpersonal justice climate strength, such that variability in members’ attachment to the team was related to variability in their justice perceptions.

Overall, these findings demonstrate that teams characterized by higher levels of deep-level diversity may experience greater variability in their social interactions, which amplify variability in members’ justice perceptions.

Implications – Practically, these findings suggest that potential performance advantages of informational diversity in teams may come at a cost, as such diversity may reduce the quality of members’ justice experiences. Theoretically, they provide insight into the nature of the relationship between diversity and justice, which is largely dependent on the social psychological processes evoked by diversity. They also highlight team social networks as a useful means for examining such processes and understanding the operation of justice in teams.

Recognizing the impact of innovation on organizational performance, scholars from a number of disciplines have sought to identify the conditions that make innovation possible. Although these studies have served to identify a number of key variables, the relationship between these variables and innovation is complex. In this chapter, we argue that the apparent complexity of these relationships may be attributed to cross-level differences in the requirements for innovation and the existence of complex interactions among the phenomena operating at a given level of analysis. The implications of this multi-level perspective for understanding how innovation occurs in organizational settings are discussed.

This paper sets forth a theory on how the articulation of a salient vision on the part of a team leader enhances team effectiveness in terms of innovativeness, efficacy, and performance. In addition to vision salience – determining, as it were, one dimension of successful leadership influence – this study postulates another dimension of leadership influence, i.e., self-sacrificial leader behavior. A leader's self-sacrificial behavior is shown to play a key role in communicating the credibility of her vision to the team, a critical factor on the basis of which team members may decide to commit themselves to its implementation. Drawing upon the roles of salient vision and self-sacrifice, this study hypothesizes a synergistic effect of leadership on team effectiveness when a salient vision by a team leader is conjoined with her self-sacrifice. The study also hypothesizes that a leader's self-sacrifice and salient team vision are more prominent in a collectivistic team climate, and predicts that a collectivistic team environment will be more conducive in increasing a leader's influence through vision salience and self-sacrifice than an individualistic team climate. The hypotheses were tested in a sample of teams (n=53) at the team level. The results support the positive moderating effects of vision with sacrifice, vision with collectivism, and sacrifice with collectivism, respectively, on team performance. In addition, vision salience and self-sacrifice exert their main effects on team innovativeness and team efficacy. This paper provides a detailed discussion of the theoretical and practical implications of these findings.

This chapter reviews research on multi-level organizational justice. The first half of the chapter provides the historical context for this issue, discusses organizational-level antecedents to individual-level justice perceptions (i.e., culture and organizational structure), and then focuses on the study of justice climate. A summary model depicts the justice climate findings to date and gives recommendations for future research. The second half of the chapter discusses the process of justice climate emergence. Pulling from classical bottom-up and top-down climate emergence models as well as contemporary justice theory, it outlines a theoretical model whereby individual differences and environmental characteristics interact to influence justice judgments. Through a process of information sharing, shared and unique experiences, and interactions among group members, a justice climate emerges. The chapter concludes by presenting ideas about how such a process might be empirically modeled.

The use of teams has increased significantly over the past two decades, with recent estimates suggesting that between 50% and 90% of employees work in some kind of team. This chapter examines the implications of this trend for the literature on organizational justice – the study of fairness perceptions and effects in the workplace. In particular, we explore three specific research questions: (1) Will the justice effects observed in individual contexts generalize to team contexts and member-directed reactions? (2) Will the justice experienced by specific teammates have direct or interactive effects on members’ own reactions? (3) Will the justice experienced by the team as a whole impact reactions at the team level of analysis? Our review of almost 30 studies suggests that each question can be answered in the affirmative, illustrating that team contexts can magnify the importance of justice in organizations.

Incivility is widespread in the workplace and has been shown to have significant affective and behavioral consequences. However, the authors still have a limited understanding as to whether, how and when discrete incivility events impact team performance. Adopting a resource depletion perspective and focusing on the cognitive implications of such events, the authors introduce a multi-level model linking the adverse effects of such events on team members’ working memory – the “workbench” of the cognitive system where most planning, analyses, and management of goals occur – to team effectiveness. The model which the authors develop proposes that that uncivil interpersonal behavior in general, and rudeness – a central manifestation of incivility – in particular, may place a significant drain on individuals’ working memory capacity, affecting team effectiveness via its effects on individual performance and coordination-related team emergent states and action-phase processes. In the context of this model, the authors offer an overarching framework for making sense of disparate findings regarding how, why and when incivility affects performance outcomes at multiple levels. More specifically, the authors use this framework to: (a) suggest how individual-level cognitive impairment and weakened coordinative team processes may mediate these incivility-based effects, and (b) explain how event, context, and individual difference factors moderators may attenuate or exacerbate these cognition-mediated effects.

Our aim is to catalog how the functional behaviors that leaders engage in should change over time based on the needs of the team – thereby presenting a functional view of team leadership over time.

A critical review of the literature on team leadership, team development, and teams was conducted. This information was critically analyzed and integrated to produce a framework serving to depict how team needs change over time, and based on this, highlight the leadership behaviors which should be most critical at particular points in time. Based on the limited amount of literature that explicitly focused on team leadership over time, a series of propositions which flow from the framework are also put forth.

Great strides have been made in understanding team leadership; however, little work was uncovered that directly focused on how leadership dynamics change over time within the context of the team. Leveraging the limited work that existed, we developed a framework (and propositions) that serves to delineate how team leadership functions change over time. In doing so, we have integrated work delineating leadership functions within transition and action phases of team task cycles along with that highlighting how the role of the leader may vary based on team developmental needs.

The originality of this chapter lies in its using a functional approach to leadership to argue how the efficacy of particular leadership functions change over time based on team task cycles and development needs. This, in turn, can be used to focus training efforts.

This study aims to reveal the perspectives of the management and senior accountants on the subject regarding the effects of climate change on the business world, within the framework of utilisation of tools like strategic cost management and strategic management. An electronic form was sent repeatedly to the e-mail addresses of public companies listed on the Borsa Istanbul (BIST), which were obtained from the Public Disclosure Platform (PDP), between June 2018 and June 2019. According to the data obtained from the survey of this study, it is not possible to comment that these tools are effectively utilised in Turkey. Besides, it is also early to say that top management is fully aware of the need to manage climate change. This study contributes to the literature by revealing the view of management accountants and finance experts in Turkey on climate change.