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1 – 10 of over 4000Lixia Niu, Rui Zhao and Yisong Wei
The purpose of this paper is to explore the mechanism and boundary conditions in the relationship between differential leadership and team decision-making effectiveness.
Abstract
Purpose
The purpose of this paper is to explore the mechanism and boundary conditions in the relationship between differential leadership and team decision-making effectiveness.
Design/methodology/approach
A total of 366 valid questionnaires were received from employees of high-tech enterprises in China, regression-based moderation and bootstrapping analyses were adapted to analyze data and test hypotheses by using the PROCESS syntax in SPSS software.
Findings
Differential leadership can positively contribute to team decision-making effectiveness, and thriving at work mediates the relationship between the two, and cooperative goal perception plays a moderating role in the relationship between thriving at work and team decision-making effectiveness and cooperative goal perception moderate the mediating effect of thriving at work between differential leadership and team decision-making effectiveness.
Practical implications
The findings suggest that managers need to focus on leadership style to promote improved team decision-making effectiveness by enhancing thriving at work and cooperative goal perception.
Originality/value
Overall, this study is based on the conservation of resources theory to uncover the “black box” between differential leadership and team decision-making effectiveness and to highlight the important role of thriving at work and cooperative goal perception.
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Shameem Shagirbasha, Kumar Madhan and Juman Iqbal
Though there is an increasing corpus of work on contemporary styles of leadership, studies on distributed leadership (DL) are still in the nascent stage. Therefore, the purpose of…
Abstract
Purpose
Though there is an increasing corpus of work on contemporary styles of leadership, studies on distributed leadership (DL) are still in the nascent stage. Therefore, the purpose of this paper is to investigate how DL affects team effectiveness from the neglected perspectives of team cognition, team motivation and team coordination in startup companies using multi-level analysis.
Design/methodology/approach
The authors investigated the study variables through the lens of 42 teams in 18 startup organizations operating in India, representing an equitable distribution of the manufacturing and service sectors. M-plus was used to do statistical analysis on the multi-level model.
Findings
Drawing upon social exchange theory (SET), results indicated that DL had a favorable impact on team effectiveness and team cognitive processes, team motivation and team coordination mediates the association between DL and individual perceptions of team effectiveness.
Originality/value
Various studies have been carried out relating to leadership and how it impacts effectiveness. However, as far as the authors know, previous studies have failed to empirically address how DL drives team effectiveness by uncovering the mediating impact of team cognitive processes, team motivation and team coordination in the Indian startup context.
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Nechama Nadav, Pascale Benoliel and Chen Schechter
The role of leadership through senior management teams (SMT) has received increasing attention over the past several decades. Such leadership requires principals to play a key…
Abstract
Purpose
The role of leadership through senior management teams (SMT) has received increasing attention over the past several decades. Such leadership requires principals to play a key role in promoting SMT effectiveness. Therefore, according to the input–mediator–outcome model (Ilgen et al., 2005), this study's purpose is to investigate the mediating role of school SMT learning in the relationship between principal systems thinking (PST) and SMT effectiveness after accounting for students' socioeconomic backgrounds and SMT members' tenure.
Design/methodology/approach
A three-source survey design with self-reported and non-self-reported data was used, from a sample of 282 participants from 71 elementary schools in Israel. The sample included principals and SMTs. Data were aggregated at the school level of analysis.
Findings
The results from structural equation modeling and bootstrapping analysis indicated that SMT learning fully mediates the relationship between PST and SMT effectiveness, irrespective of the students' socioeconomic backgrounds.
Originality/value
This study provides important insights into the role of SMT learning as a mediator in the relationship between PST and SMT effectiveness. In addition, the study responds to the call of previous studies to examine the effects of PST on characteristics and outcomes at the group level. Moreover, the proposed integrative model highlights the importance of SMT learning and suggests new ways to encourage it.
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Alex Tawse, Leanne Atwater, Dusya Vera and Steve Werner
Strategy implementation is a critical component of firm performance and middle managers play a key role in the implementation process. This study was conducted to enhance the…
Abstract
Purpose
Strategy implementation is a critical component of firm performance and middle managers play a key role in the implementation process. This study was conducted to enhance the authors’ understanding of how middle managers influence strategy implementation (SI) effectiveness by investigating the impact of leadership and work team coordination.
Design/methodology/approach
A field study was conducted using interviews and survey data gathered from executive managers, middle managers and work team members within a large municipal organization undergoing a major strategic change.
Findings
Middle manager transformational and instrumental leadership have a direct positive impact on work team SI effectiveness. Additionally, middle manager transformational leadership has an indirect positive effect on work team SI effectiveness through coordination.
Practical implications
The study offers insights into managers and practitioners seeking to improve SI effectiveness by highlighting the importance of middle manager leadership development and the coordination of interdependent tasks within work teams.
Originality/value
The study provides valuable insight into an important but previously unstudied relationship between middle manager leadership and SI effectiveness. The work also helps bridge the chasm between leadership research and strategy research by linking leadership behavior to SI effectiveness – a key ingredient of firm performance.
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Titus Ebenezer Kwofie, Florence Akyaa Ellis, Michael Nii Addy, Samuel Amos-Abanyie, Clinton Aigbavboa and Samuel Owusu Afram
The link between relationship typologies and effectiveness of conflict resolution approaches remains to be tested despite its significance in conflict management in construction…
Abstract
Purpose
The link between relationship typologies and effectiveness of conflict resolution approaches remains to be tested despite its significance in conflict management in construction project delivery. By using the four relationships attributes based on the group attachment theory, the purpose of the study was to explore the cluster of relationships among project teams and organisations and the performance of conflict management strategies across these clusters in the Ghanaian construction industry.
Design/methodology/approach
Using a deductive questionnaire survey in the Ghanaian construction industry, a total of 137 responses were gathered and analyzed using cluster analysis, mean scores and ANOVA to reveal the relationship clusters and performance of conflict management strategies across these clusters.
Findings
The results revealed eight relationship clusters that exist among project teams and organisations with distinct influence of roles & tasks function, cognition, emotions and behavior attributes across the relationship clusters. In the aspect of the effectiveness of conflict management strategies, it was noted that the performance of these strategies were significantly different across the groups. For instance, integrating as a conflict management strategy was deemed to be effective in resolving conflict in unitary, adversarial, pluralist, mutuality, collaborative and partnering relationship clusters. In the case of coopetitive and coercive relationships, the performance of integrating as a conflict management strategy was less effective. This study thus has empirically proved that, different relationship clusters of teams and organizations exist within the Ghanaian construction industry, and that they perform different roles & tasks functions, cognition, emotions and behavioural attributes in their formation. Additionally, the performance effectiveness of conflict management strategies differed across the relationship clusters.
Originality/value
By aligning the relationship attributes to the dynamics of relationship clusters experienced in project teams and organisations, relationship quality, suitability and effectiveness of conflict management strategies can be optimized. The findings can inform project teams and stakeholders to develop fit-for-purpose relationship attributes among teams and organisations to enhance team effectiveness, relationship quality and conflict management in the industry.
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Allison Traylor, Julie Dinh, Chelsea LeNoble, Jensine Paoletti, Marissa Shuffler, Donald Wiper and Eduardo Salas
Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team…
Abstract
Purpose
Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team health in practice, consideration of team health has remained scant from a research perspective. The purpose of this paper is to address these issues by advancing a definition and model of team health.
Design/methodology/approach
The authors review relevant literature on team stress, processes and emergent states to propose a definition and model of team health.
Findings
The authors advance a definition of team health, or the holistic, dynamic compilation of states that emerge and interact as a team resource to buffer stress. Further, the authors argue that team health improves outcomes at both the individual and team level by improving team members’ well-being and enhancing team effectiveness, respectively. In addition, the authors propose a framework integrating the job demands-resources model with the input-mediator-output-input model of teamwork to illustrate the behavioral drivers that promote team health, which buffers teams stress to maintain members’ well-being and team effectiveness.
Originality/value
This work answers calls from multidisciplinary industries for work that considers team health, providing implications for future research in this area.
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Jonathan Passmore, David Tee and Richard Gold
To date, little research has been undertaken to test the effectiveness of team coaching, with past work focusing on models, frameworks and competencies. This study aimed to…
Abstract
Purpose
To date, little research has been undertaken to test the effectiveness of team coaching, with past work focusing on models, frameworks and competencies. This study aimed to examine the effectiveness of team coaching within real world organizational teams and its impact on individual perceptions of team cohesion and psychological safety.
Design/methodology/approach
A randomized control trial (RCT) using the comparable interventions: (1) team coaching (intervention) and (2) team facilitation (control) was employed with multiple teams and multiple facilitators, measuring the impact on team cohesion and psychological safety.
Findings
The data indicate participants engaging in the team coaching intervention made greater gains in terms of their individual perceptions of psychological safety and team cohesion than individuals who received the team facilitation intervention (T1–T2).
Practical implications
Facilitators should apply a team coaching approach when seeking to address issues of cohesion and psychological safety within workplace teams.
Originality/value
This study provides the first evidence, using an RCT method, of the effectiveness of team coaching as a workplace intervention for enhancing individual perceptions of psychological safety and team cohesion.
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Zhen Zhang and Min Min
New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success…
Abstract
Purpose
New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems.
Design/methodology/approach
We conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams.
Findings
Our findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial.
Originality/value
This study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.
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The purpose of this study is to investigate the impact of the enabling performance measurement systems (PMS) on non-managerial employees’ team learning behaviours (TLB) and team…
Abstract
Purpose
The purpose of this study is to investigate the impact of the enabling performance measurement systems (PMS) on non-managerial employees’ team learning behaviours (TLB) and team effectiveness (TE) when the PMS is used as an enabler.
Design/methodology/approach
A questionnaire survey was conducted with non-managerial employees in Japan and a total sample of 474 responses were collected. Partial least squares structural equation modelling using Smart-PLS was used for the analysis.
Findings
The results demonstrated that the design feature of global transparency in enabling PMS contributes to the enhancement of TE, with partial mediation through TLB. Furthermore, it was also evident that fostering TLB involves increasing the flexibility in PMS, specifically offering multiple options for collecting and aggregating performance information in various formats.
Originality/value
By examining the effects of the four features of enabling controls on TE and TLB, this study shows which features in an enabling PMS are important in motivating non-managerial employees at the operational level. The study not only fills a gap on the impact of enabling controls on non-managerial employees that has been under-researched but also makes an academic contribution in that it has deepened our understanding of four features that have not yet been fully elucidated.
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Shubhi Gupta, Govind Swaroop Pathak and Baidyanath Biswas
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…
Abstract
Purpose
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.
Design/methodology/approach
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).
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Social implications
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.
Originality/value
This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.
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