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Based on the collective agentic perspective of social cognitive theory and supplemented by social support theory, this study aims to investigate how the entrepreneurial collective efficacy of entrepreneurial teams impacts team effectiveness. Specifically, this study hypothesizes that entrepreneurial collective efficacy is a critical factor affecting effectiveness through the mechanism of instrumental support to varying extents, depending on team size.

The hypotheses were tested on a Chinese sample of new venture teams (N teams = 81; N individuals = 335). A multisource questionnaire that included questions for team leaders and other team decision makers was designed. The data on entrepreneurial collective efficacy (six items) and instrumental support (four items) comprised the aggregate responses from all team members; the data on team effectiveness (seven items) was reported by team leaders.

The findings indicate that entrepreneurial collective efficacy is positively associated with team effectiveness through instrumental support, especially in small teams.

This study makes important contributions to the research related to exploring in uncertain environments (entrepreneurship) how (instrumental support) entrepreneurial collective efficacy impacts team effectiveness, as well as more particularly under what conditions (team size), all within the specific context of collectivistic cultures (China).

This paper aims to examine the influence of the interplay between servant leadership behaviors and Machiavellianism on leader effectiveness.

Drawing on trait activation theory and motivation to lead theory, the authors hypothesize that the effect of servant leadership behaviors on perceived leadership effectiveness is manifested differently in teams with high-Machiavellian vs. low-Machiavellian leaders. In teams with low-Machiavellian leaders, servant leadership behaviors are expected to be associated with a cooperative way of handling team conflicts, which enhances employees' leader effectiveness ratings. In contrast, in teams with high-Machiavellian leaders, this mediation role vanishes due to the incongruency between Machiavellian traits and the cooperative context. The authors conducted a two-wave survey-based study and tested the hypotheses with a matched supervisor-employee sample from 310 employees and their leaders in 91 teams.

The results showed that servant leadership behaviors positively impact leadership effectiveness and that this effect takes place through cooperative team conflict management (TCM) without controlling for leaders' Machiavellian trait. Further analysis shows this mediation mechanism is only strong and significant in teams led by low-Machiavellian leaders, but not high-Machiavellian leaders.

To the authors’ best knowledge, this is the first study that examines the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness.

本文旨在探討僕人式領導行為與馬基雅維利主義之間的相互作用會如何影響領導效能。

我們根據特質激活理論和領導動機理論、建立了一個假設，這個假設就是： 僕人式領導行為對感知的領導效能所產生並顯示出來的影響、是會視乎團隊是高/強馬基雅維利主義，還是低/弱馬基雅維利主義而有所分別的。若團隊的領導者是低/弱馬基雅維利主義的話，僕人式領導行為大概會與使用合作的方式去處理團隊衝突有相互之關聯，這會提高僱員對領導效能的評分。與此相反，若團隊的領導者是高/強馬基雅維利主義的話，這調節作用和角色將會因馬基雅維利主義的特質與合作的環境之間存在著不協調而消失。我們進行了一個兩波的、以及基於調查的研究，在這研究中，我們利用管理者和員工相應的樣本來測試各個假設;這些樣本包括91個團隊內的310名員工及其領導者。

研究結果顯示、僕人式領導行為對領導效能會產生積極的影響，而這影響是透過以合作方式管理團隊衝突而產生的，亦沒有對領導者的馬基雅維利主義特質加以管控。我們進一步的分析顯示、這調節機制只會在由低/弱馬基雅維利主義的領導者領導的團隊內顯得強烈和顯著，但若領導者是高/強馬基雅維利主義的話，情況就不一樣了。

盡我們所知，本研究為首個研究、去探討僕人式領導行為與馬基雅維利主義之間的相互作用會如何影響感知的領導效能。

The aim of this paper is to enhance understanding of the use of sourcing teams (STs) by organisations in their procurement and supply chain management. The paper achieves this by exploring, within the context of the supply chain directorate of a global aerospace manufacturing company (GAMC), both the relationship between sourcing teamwork effectiveness (TE) and sourcing task-work effectiveness (TA) and the relationship between individual team member knowledge, skills and abilities (KSAs) and TE.

The authors develop a theoretical model positing positive links between both KSAs and TE and TE and TA. The model is empirically validated using partial least squares structural equation modelling in a survey of 108 ST members from a GAMC.

The authors identify that, within GAMC, four of five KSAs drive TE and further discover the direct effects of TE on improved TA. Additionally, the authors observe within GAMC the indirect effects of KSAs on TA cascading through TE.

Limitations include the use of a single firm and self-report measures for data collection. In spite of this, the paper has numerous research implications. Previous research on STs has combined factors related to TE and TA. In this paper, TE and TA were disaggregated, and the relationships between them were explored. The relationships were found to be positive within GAMC, a finding that strengthens the evidence base supporting the use of STs by organisations in their procurement and supply chain management. In addition, the paper also strengthened the evidence base regarding the importance of KSAs to TE, which complements existing research highlighting the importance of team-level factors and individual technical attributes.

The findings from GAMC suggest that executives/managers should take an individual as well as a team-level perspective when developing STs and should consider KSAs as well as technical knowledge when judging individuals’ suitability for inclusion within an ST. There are established KSA tests in the literature that could be used by managers for this task. The findings also inform executives/managers that TE matters for TA and needs attention and investment, especially where sourcing tasks concern high-value areas and/or critical incidents within supply chains.

To the best of the authors’ knowledge, this is the first paper to explore the relationship between TE and TA. Establishing that this relationship is a positive one provides critically important evidence regarding the efficacy of STs, which are widely used within procurement and supply chain management. It is also a rare study looking at TE from the perspective of individual team member KSAs, with further positive relationships revealed. Both findings enhance what is a very limited literature on a widely used practice within procurement and supply chain management.

This paper aims to investigate the impact of relationship quality among team members in the project team on knowledge transfer effectiveness and analyze the role of organizational structure in the influencing process.

The hypotheses are verified by the Structural Equation Modeling (SEM) analysis using Smart PLS 3 software with the data collected from 236 questionnaire samples in Chinese construction industry.

The results indicate that relationship quality has a direct impact on knowledge transfer in project teams and centralization has a negative impact on relationship quality. Moreover, relationship quality plays a mediating role between centralization and knowledge transfer effectiveness and formalization plays a negative moderating role in the effect of relationship quality on knowledge transfer effectiveness.

This paper studies intra-project knowledge transfer from the perspective of relationship quality of project teams and explores the antecedent and moderating role of organizational structure in the influence of relationship quality on knowledge transfer.

Although the literature on the effectiveness of team interventions is constantly expanding, there has been a strong focus on the process mechanisms that could explain their success, often overlooking the contextual aspects in which these interventions are carried out. Based on the Context-Mechanism-Outcome framework, this study aims to investigate the influence of contextual factors on the effectiveness of digital team coaching interventions that use social network visualisation to enhance team coordination and reduce interpersonal conflicts.

Using a multi-wave, longitudinal design, this research analysed 38 work teams from three organisations over three-time points. Data collection focused on manager and peer support, the mechanisms of training transfer and action plan implementation and the outcomes of these interventions. Surveys were administered in three organisations, involving 317 respondents across different phases. The intervention spanned six to eight months, incorporating three to four structured online group sessions. Each session involved a multi-stage process, concluding with a result-oriented action plan about work-related goals. The intervention included social network visualisation, discussions, coaching and continuous refinement of action plans.

The analysis highlights how manager support significantly correlates with team coordination and performance, mainly when teams are less engaged in implementing action plans. Peer support did not show a mediating effect on training transfer or outcomes but had direct positive impacts on team coordination and performance.

Teams actively implementing action plans may require less immediate managerial support for effective coordination and high performance. The manager’s role becomes crucial, particularly in the early stages of the intervention or in those teams where online coordination alone may not be adequate for action plan implementation. Peer support for training transfer could enhance the effectiveness of the intervention in achieving desired team outcomes; therefore, cultivating a supportive peer environment is crucial for the success of such interventions. Monitoring and assessing team dynamics are vital to maximise the benefits of digital team coaching interventions.

This study stands out for its innovative exploration of the interplay between managerial and peer support in the context of digital team coaching, using social network visualisation as a novel approach to enhancing team dynamics.

In modern healthcare environments, collective leadership within nursing teams serves as a fundamental pillar for providing high-quality patient care. The purpose of this study is to identify the factors to improve the collective leadership among the healthcare practitioners.

Using data collected through an online survey of 417 registered nurses in 12 general hospital in Malaysia, the study uses partial least squares structural equation modeling to test the proposed hypotheses.

The result indicate that the collective leadership is directly driven by team shared vision, team commitment and team collaboration. Finding also shows that team shared vision, team commitment and team collaboration has a positive and significant impact on collective leadership. Finally, this study also revealed that, the team collaboration is the most significance factor that affecting the collective leadership among nurses.

This work contributes to a better understanding on collective leadership, ultimately improving team effectiveness and patient care outcomes.

Across many high-stakes contexts, teams influence their members’ physical and psychological Well-Being. For example, teams can provide social support and backup behaviors to reduce demands on team members. On the contrary, teams engaged in conflict or other deleterious processes can serve as a source of stress for their members. Despite these potential impacts, existing research primarily focuses on the impact of teamwork on team-level, rather than individual-level outcomes. This chapter argues that teams play an important role in members’ Well-Being, synthesizing existing research on the topic and focusing on synthesizing research that suggests teams play an important and overlooked role in members’ Well-Being, and providing recommendations for future research in this domain.

This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

A healthcare unit's effectiveness largely depends on how well its interprofessional teams work together. Unfortunately, the strategies used to improve these teams often lack substance. This study analyzed these strategies and found a performance gap.

This study took a unique mixed-method approach, systematically reviewing both qualitative and quantitative studies that identified strategies to enhance interprofessional teams in healthcare units. To gauge the effectiveness of these strategies, the researcher utilized an Importance-Performance Analysis (IPA) in four specialized clinical training centers in Hamadan province, Iran. The analysis of the IPA involved 35 experts from these centers as the statistical population.

Based on a systematic review, there are seven categories: contextual, strategic, communication, organizational, individual, Human Resources Management (HRM), and environmental for promoting interprofessional teams with a total of 36 sub-indicator. Based on the IPA, the HRM aspect shows the most extensive performance gap. The individual and organizational aspects fall under resource wastage, and the environmental aspect is within the indifferent zone. Also, some critical sub-indicators, such as incentives/rewards, roles and responsibilities, financial resources, team-initiated innovation, the culture of respect, partner resources, humility, data availability, set expectations, and team availability, are in the weak areas.

This research has identified critical areas for improvement in promoting teamwork in clinical training centers through a comprehensive gap analysis. It also presents practical policy solutions to address these weak points, providing a clear roadmap for enhancing interprofessional teams in healthcare units.

Improving teamwork in healthcare can be challenging, but it is possible with proper strategies and tools. One of the highlights of the recent study was the combination of systematic review studies with IPA to identify areas for improving interprofessional teamwork in clinical training centers.

The purpose of this study was to examine if team composition based on adaption-innovation (A-I) problem-solving styles is related to the teamwork quality and team effectiveness (TE) of student project teams participating in a [state-gifted program (SGP)].

A correlational design was conducted with a sample of 72 (SGP) participants, consisting of 15 project teams (n = 15), which formed three groups: (1) the homogeneous adaptive group, which consists of five homogeneous adaptive teams (n = 5); (2) the homogeneous innovative group, which consists of five homogeneous innovative teams (n = 5), and (3) the heterogeneous group (i.e. a mix of innovative and adaptive individuals), which consists of five heterogeneous teams (n = 5).

A one-way ANOVA and post-hoc test revealed that team composition based on problem-solving styles is related to teamwork quality and TE. Regarding TE, both homogeneous groups (i.e. all adaptive or all innovative individuals) were more effective than the heterogeneous group. However, regarding teamwork quality, only the adaptive group had significantly higher teamwork quality than the heterogeneous group.

We recommend that leadership educators utilize Kirton’s adaption-innovation inventory (KAI) as a tool for building effective student project teams. KAI can be used by leadership educators in two major ways: to assign students to groups (as done in the current study) or for team building, where team members share their KAI scores to better understand their problem-solving preferences.

The findings add to the literature by specifying the type of homogeneous groups (i.e. homogeneous adaptive), which may offer an advantage over heterogeneous groups regarding teamwork quality.