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Article
Publication date: 11 May 2015

Marco António Arraya, René Pellissier and Isabel Preto

The purpose of this paper is to research factors like task-orientation and collectivism and to examine the relationship between them and goal-setting as research…

3448

Abstract

Purpose

The purpose of this paper is to research factors like task-orientation and collectivism and to examine the relationship between them and goal-setting as research construct. This research investigates the phenomena of team goal-setting in a selected sports organisation. Therefore 49 players from three Portuguese elite male handball team were selected for the study.

Design/methodology/approach

Three well-known questionnaires were employed to determine the relationships between the above factors in a case setting. Task- and ego-orientation in Sport Questionnaire, the Jackson Psychological Collectivism Measure and the Goal-setting in Sport Questionnaire.

Findings

The results reveal that the team and players are task-oriented, collectivist and possessing professional and personal goal habits. The correlations between questionnaire outcomes indicate that, when the team wants to set goals, it should consider the players’ orientation and the team’s collectivism. Thus team goal-setting is more than only goal-setting, because of the need for task-orientation and collectivism.

Research limitations/implications

The research was conducted using three teams in a specific sports and thus cannot be generalised to the general sports environment. Yet, certainly the strength of the findings indicate that the results and conclusions may be used in a wider sports or business setting.

Practical implications

This research paper should provide managers and coaches with insight into the complexity of team goal-setting. It also should provide insight into the chosen process related to human resources.

Originality/value

The paper adds and demonstrates to the literature on team goal-setting the importance of task-orientation and collectivism as goal-setting mediators.

Details

Sport, Business and Management: An International Journal, vol. 5 no. 2
Type: Research Article
ISSN: 2042-678X

Keywords

Article
Publication date: 10 August 2012

Taiga Brahm and Florian Kunze

Research testing a complex process model, incorporating moderating and mediating mechanisms associated with virtual team (VT) performance, remains rare. This paper aims to…

6522

Abstract

Purpose

Research testing a complex process model, incorporating moderating and mediating mechanisms associated with virtual team (VT) performance, remains rare. This paper aims to introduce trust climate as a crucial boundary condition for high performance in VTs. It also aims to propose a moderated‐indirect model such that the relationship between team goals and task performance is mediated by task cohesion and the relationship between team goals and task cohesion is moderated by trust.

Design/methodology/approach

Hypotheses are tested using a longitudinal design with a sample of 50 teams.

Findings

The proposed moderated‐indirect model is confirmed. The model explains the indirect relationship between team goal setting and performance transmitted through task cohesion, which is dependent on the level of trust climate.

Research limitations/implications

Although hypotheses were tested in a longitudinal setting, common source bias might be a potential problem for some of the observed relationships. Future research could build on this model for further investigations on more complex theoretical models for VT performance.

Practical implications

This research suggests that managers should emphasize the development of team trust at early stages of collaboration in a VT to reach high performance outcomes.

Societal implications

For VTs, trustful working environments should become even more important in the future, supporting team members' satisfaction in working in VTs.

Originality/value

Through this study, a complex process model for VTs was developed and trust climate established as a prominent context factor for VT success.

Details

Journal of Managerial Psychology, vol. 27 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 12 September 2008

David F. Elloy

The purpose of this paper is to examine the relationship between self‐leadership behaviors in a self‐managed work team environment and relevant organizational variables…

7211

Abstract

Purpose

The purpose of this paper is to examine the relationship between self‐leadership behaviors in a self‐managed work team environment and relevant organizational variables, i.e. supervisory trust, decision‐making, feedback and team goal setting.

Design/methodology/approach

Data were collected on‐site over a period of three days from employees working in a non‐union paper mill located in a small rural community in the northwestern region of the USA. The survey was completed by 141 employees, representing a 99 per cent response rate. Self‐leadership, supervisory trust, decision‐making, feedback and team goal setting were measured using different scales.

Findings

The results indicated that supervisors, who give feedback, and who are perceived as trusting, and encouraging innovative behaviors contribute to the development of self‐leadership behaviors of rehearsal, self‐goal setting, self‐criticism, self‐reinforcement, self‐expectation and self‐observation. In addition, providing team training, fostering communication within the team, and allowing the team members to make work related decisions also enhance the movement toward self‐management.

Research limitations/implications

The study relied on self‐report data, thereby allowing for the possibility of same source bias. However this is a common problem with cross‐sectional designs.

Originality/value

The paper is of value in pointing out that a different approach to leadership is required in a self‐managed work team environment, and by suggesting that building trust, fostering communication within the team, giving feedback and encouraging goal setting, innovative behaviors, and decision‐making can contribute to the development of self‐leadership behaviors important to the success and effectiveness of self‐managed work teams. Organizations should therefore through training programs encourage the development of these behaviors.

Details

Management Research News, vol. 31 no. 11
Type: Research Article
ISSN: 0140-9174

Keywords

Article
Publication date: 1 May 1984

Wendell L. French and John A. Drexler

Introduction Most management by objectives (MBO) programmes feature a one‐on‐one dialogue between a subordinate and superior about individual goals and goal attainment…

Abstract

Introduction Most management by objectives (MBO) programmes feature a one‐on‐one dialogue between a subordinate and superior about individual goals and goal attainment. However, the emphasis on this two‐person relationship, the clarification of individual goals in hopes of enhanced motivation and performance and the review of individual performance against objectives may represent some lost opportunities for increasing organisational performance. In fact, it may at times be counter‐productive. Our purpose is to identify some elements missing from many MBO programmes, to review the history of group or team approaches to goal setting, to speculate on why one‐on‐one approaches dominate the literature on MBO, and to suggest conditions for making team approaches to MBO most useful.

Details

Leadership & Organization Development Journal, vol. 5 no. 5
Type: Research Article
ISSN: 0143-7739

Article
Publication date: 1 June 1987

Wendell L. French and John A. Drexler

Groups, goals and organisation development — the literature has tended to recommend a one‐to‐one MBO. Now consider the team approach.

Abstract

Groups, goals and organisation development — the literature has tended to recommend a one‐to‐one MBO. Now consider the team approach.

Details

Management Decision, vol. 25 no. 6
Type: Research Article
ISSN: 0025-1747

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Article
Publication date: 12 August 2020

Ahmed Bilal, Ahmad Siddiquei, Muhammad Ali Asadullah, Hayat Muhammad Awan and Fahad Asmi

Servant leadership is a new follower-centric style of leadership. The purpose of this paper is to examine the impact of the project leaders’ servant leadership style on…

1308

Abstract

Purpose

Servant leadership is a new follower-centric style of leadership. The purpose of this paper is to examine the impact of the project leaders’ servant leadership style on project team effectiveness via team goal clarity and team process clarity within the project-based organizational context.

Design/methodology/approach

A total of 58 teams working in 3 project-based organizations participated in the survey study. Team members rated their project leaders’ servant leadership style, team goal clarity and team process clarity in the project, while leaders evaluated team effectiveness. Hypotheses were tested using multi-level structural equation modeling.

Findings

Results suggested that servant leadership had a positive and significant impact on project team effectiveness via team goal clarity and team process clarity.

Originality/value

The study examined the influence of servant leadership as a team leadership approach within a project context. As a multi-level design, the study also identified the team-specific mechanisms (team goal clarity and team process clarity), which could help accomplish team effectiveness.

Details

International Journal of Organizational Analysis, vol. 29 no. 3
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 3 May 2013

Angus J. Duff

The purpose of this paper is to consider theoretically the relationships between performance management, a servant leadership style and leader gender, drawing from Hackman…

7729

Abstract

Purpose

The purpose of this paper is to consider theoretically the relationships between performance management, a servant leadership style and leader gender, drawing from Hackman and Wageman's theory of team coaching to suggest a servant leadership style being optimally suited to support the different leadership roles enacted at different stages of the performance management cycle. While recent research suggests that female managers may be more likely to enact a servant leadership style, team and process‐level considerations have yet to be addressed. This paper aims to theoretically address this topic.

Design/methodology/approach

This paper is conceptual based on theory with literature review.

Findings

Because the theory of team coaching suggests differential leader task delivery at various points in the coaching process, servant leadership's individually‐centred approach is suited to team coaching, particularly in the execution of performance management coaching.

Practical implications

Since research suggests that women are more likely to employ a servant leadership style, this paper explores whether gender plays a role in team coaching.

Originality/value

This study makes a novel contribution by considering the influence of a servant leadership style at the leadership process and team levels.

Details

Leadership & Organization Development Journal, vol. 34 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 13 August 2018

Robert L. Dipboye

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Article
Publication date: 5 July 2021

Noor Ul Hadi and Anum Chaudhary

To react quickly and to be flexible to respond to environmental uncertainty, working in teams is preferable. However, leadership must be decentralised for effective team

Abstract

Purpose

To react quickly and to be flexible to respond to environmental uncertainty, working in teams is preferable. However, leadership must be decentralised for effective team performance. This paper aims to examine the impact of shared leadership on team performance through team reflexivity with task complexity.

Design/methodology/approach

To test the hypothesised relationships, a quantitative research design with purposive sampling technique was used. Data were gathered from employees working in teams. A total of 351 valid responses were analysed via SPSS PROCESS macro.

Findings

The findings signify that shared leadership positively impacts team reflexivity, which, in turn, has a significant impact on team performance. Results also revealed that team reflexivity strongly affects team performance in the presence of shared leadership and complex tasks.

Originality/value

Research related to effective team performance is scarce. Similarly, a review of a recently published article revealed that team reflexivity could work as a mediating mechanism in the relationship between shared leadership and effective team performance. Moreover, the concept of task complexity in the existing literature is scattered and needs to be integrated.

Details

Team Performance Management: An International Journal, vol. 27 no. 5/6
Type: Research Article
ISSN: 1352-7592

Keywords

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