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1 – 10 of over 11000Shubhi 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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Martin Morgan Tuuli, Steve Rowlinson, Richard Fellows and Anita M.M. Liu
This paper aims to examine the impact of leadership style and team context on structural and psychological empowerment perceptions in project teams.
Abstract
Purpose
This paper aims to examine the impact of leadership style and team context on structural and psychological empowerment perceptions in project teams.
Design/methodology/approach
It was posited that span of control and within team interdependence will positively and significantly influence both structural and psychological empowerment. Person‐orientated leadership style was also expected to positively impact both structural and psychological empowerment while task orientated leadership style was expected to have a negative impact. These hypothesized relationships were examined using ordinary least squares (OLS) regression and hierarchical linear modelling (HLM) with data obtained through a parallel quantitative questionnaire survey of construction client, consultant and contractor organizations in Hong Kong.
Findings
No significant relationship was found between span of control and any facet of empowerment while team interdependence had a positive and significant relationship with psychological empowerment but not structural empowerment. Task‐orientated leadership was positively and significantly related to psychological empowerment in the full sample and contractor teams but not in consultant and client teams. Person‐orientated leadership was positively and significantly related to psychological empowerment in the full sample, consultant and client teams but not in contractor teams.
Originality/value
The link between leadership style, team context and three facets of empowerment are examined compared with previous studies often focusing on one facet. Sub‐sample analysis enabled more subtle differences of the impact of leadership style in different context to be revealed, an indication that samples may not be homogeneous.
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The purpose of this paper is to examine the relationships between team psychological safety and team performance and to test the mediating effect of learning orientation and…
Abstract
Purpose
The purpose of this paper is to examine the relationships between team psychological safety and team performance and to test the mediating effect of learning orientation and moderating effect of psychological empowerment on that relationship.
Design/methodology/approach
Data were collected from 50 teams and 345 team members from 20 different organizations. The moderated mediation analysis of psychological empowerment was tested using hierarchical regression analysis (PROCESS Macro) in SPSS.
Findings
The results show that higher the psychological empowerment, higher is the effect of psychological safety and learning orientation on team performance. Results supported the moderated mediation analysis of psychological empowerment.
Practical implications
Given that psychological empowerment and learning orientation of team members will effect team performance, organizational efforts to foster psychological empowerment should be rewarding. Focusing on channelizing team psychological safety to improve team members’ relationship, openness and comfort with each other will increase team performance.
Originality/value
The study incorporated learning orientation and psychological empowerment to redefine the relationship between psychological safety and team performance.
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The purpose of this paper is to explore the impact of project settings on empowerment experiences of individuals and teams by examining the effects of specific project…
Abstract
Purpose
The purpose of this paper is to explore the impact of project settings on empowerment experiences of individuals and teams by examining the effects of specific project characteristics on facets of the empowerment concept (i.e. the structural and psychological perspectives).
Design/methodology/approach
A parallel questionnaire survey of client, consultant and contractor organisations was conducted in Hong Kong to test hypotheses relating three facets of the empowerment concept and five project-level antecedents. Hierarchical linear modelling and ordinary least square regression were employed to test the hypotheses.
Findings
The analyses show that dynamic project environments, high project team integration and high interdependence of project tasks lead to high individual psychological empowerment, while public-client projects (compared with private-client projects), a hostile project environment and high client integration lead to a low individual psychological empowerment. Uncertainty in project technology also leads to high team psychological empowerment, while hostile project environments lead to low team psychological empowerment. Further, dynamic project environments lead to more empowering work climate, while hostile project environments lead to less empowering work climate. However, project team integration, project complexity, project lifecycle and quasi-public-client projects (compared with private-client projects) have no significant association with the empowerment of individuals and teams.
Originality/value
This study examined task-related factors (i.e. project in this case) which traditionally have not been the focus of studies examining the antecedents of empowerment. Further, project-level antecedents and their link to an integrated perspective of empowerment comprising a sociostructural perspective, a psychological perspective and a team-based perspective are examined, which is a significant departure from the unitary perspective of empowerment taken in most previous studies.
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Vinit Ghosh, Manaswita Bharadwaja, Sresha Yadav and Gaurav Kabra
In the context of team's influence on its members, this paper aims to investigate the effects of team-member exchange (TMX) on members' innovative work behaviour (IWB). The…
Abstract
Purpose
In the context of team's influence on its members, this paper aims to investigate the effects of team-member exchange (TMX) on members' innovative work behaviour (IWB). The current study presents a moderated mediation model and examines the mechanisms and conditions involved in TMX-IWB relationship.
Design/methodology/approach
A quantitative research methodology was adopted where 156 engineering and management students (grouped into 33 teams) were given a task in the form of an assignment to be completed in three weeks’ timeframe. Post task, perceptions about TMX and IWB of members were captured using a questionnaire and the innovative output of each team was assessed using multi-rater technique.
Findings
Psychological empowerment fully mediates TMX’s effect on team member's IWB. Furthermore, the results indicate that creative self-efficacy moderates the mediated path from TMX to IWB via psychological empowerment. The mediating effect of psychological empowerment is stronger when creative self-efficacy of a team member is higher. Furthermore, the relation between group-level innovative behaviour and the team's innovative output has been established.
Originality/value
The current research has contributed to the limited literature on team performance and management. This paper has uniquely investigated psychological empowerment in the context of TMX and IWB. The paper has encapsulated the theoretical and practical underpinnings of the mediated effect of psychological empowerment on team members' innovation-oriented behaviour.
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Mudassar Ali, Zhang Li, Maqsood Haider, Salim Khan and Qaiser Mohi Ud Din
The philosophy of the conservation resource theory, this paper aims to evaluate the relationship between humble leadership on project success by integrating the mediating role of…
Abstract
Purpose
The philosophy of the conservation resource theory, this paper aims to evaluate the relationship between humble leadership on project success by integrating the mediating role of psychological empowerment and the interacting effect of top management support on the direct relationship (humble leadership and project success), as well as indirect relationships through psychological empowerment.
Design/methodology/approach
Time lag data were gained from 337 persons working in the project-based organization across the information technology industry. Confirmatory factor analysis and structural equation modelling were used in this study.
Findings
By using the structural equation modelling method, the confirmatory factor analysis verified the uniqueness of the variable used in this research. The outcomes exhibited that humble leadership raised project success both directly and indirectly through mediation (psychological empowerment). Furthermore, Top management support was expected to have a moderating effect on the direct but not on the indirect relationship (via psychological empowerment).
Originality/value
This study demonstrates how top management support is essential for the project manager and project team members for the successful execution of the project. Particularly, minimal empirical research examines the interacting effect of top management support on humble leadership and employee psychological empowerment.
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Carlo Odoardi, Francesco Montani, Jean-Sébastien Boudrias and Adalgisa Battistelli
The purpose of this paper is to propose and test a theoretical model linking individual perceptions of participative leadership style and managerial practices (i.e. teamwork and…
Abstract
Purpose
The purpose of this paper is to propose and test a theoretical model linking individual perceptions of participative leadership style and managerial practices (i.e. teamwork and information sharing) to individual innovative behavior through the mediating mechanisms of: perceptions of team support for innovation and team vision; and psychological empowerment.
Design/methodology/approach
Self-report data were collected from 394 employees working in five organizations. Structural equation models were conducted to empirically test the hypothesized research model.
Findings
As hypothesized, participative leadership, teamwork and information sharing positively predicted perceptions of team support for innovation and team vision, which in turn fostered psychological empowerment. The latter was further positively associated with innovative performance.
Practical implications
The results of the present study inform management of the group processes (i.e. team vision and support for innovation) that can mobilize employees to engage in effective innovative activities. Importantly, the findings indicate that for such processes to be developed and nurtured, teamwork activities should be promoted within work groups, effective communication systems should be implemented throughout the organization, and participatory skills should be developed among supervisors.
Originality/value
The study represents one of the first attempts to investigate the perceived group and psychological processes that can explain how managerial practices and leadership style jointly benefit employee innovative behavior.
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Jan Koch and Carsten C. Schermuly
In times of market volatility and uncertainty, finding effective strategies to attract and retain individuals continues to be a challenge for organizations. Based on the…
Abstract
Purpose
In times of market volatility and uncertainty, finding effective strategies to attract and retain individuals continues to be a challenge for organizations. Based on the psychological empowerment process (Spreitzer, 1996), this paper strives to examine if the application of agile project management could serve as such a strategy.
Design/methodology/approach
In two independent studies, the authors used an experiment with students as potential applicants (N = 121) and a field study with employees (N = 229) to test the predictive quality of agile project management for attracting individuals toward the organization.
Findings
Using structural equation modeling, the authors identified an indirect relationship between agile project management and attraction toward the organization via psychological empowerment. The authors found this relationship for potential applicants as well as employees. Furthermore, individuals high in sensation seeking are found to be more attracted toward organizations that apply agile project management than individuals low in sensation seeking.
Research limitations/implications
The findings contribute to the empowerment literature by establishing agile project management as a work structure that fosters feelings of psychological empowerment.
Practical implications
Taken together, these results suggest that agile project management can attract individuals who seek novel, complex and intense sensations. Where applicable, organizations may highlight their practice of agile project management methodologies as part of their employer brand to attract future specialists for agile projects.
Originality/value
This paper is the first to integrate the research streams on agile project management and attraction toward the organization using quantitative data.
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Xu Ren and Xiangmei Sun
The use of enterprise social media (ESM) can promote knowledge sharing within project teams. However, the potential mechanism of ESM affordances influencing knowledge sharing has…
Abstract
Purpose
The use of enterprise social media (ESM) can promote knowledge sharing within project teams. However, the potential mechanism of ESM affordances influencing knowledge sharing has not been fully studied. This paper aims to develop a theoretical model to explore how individual psychological cognition and environmental factors affect ESM affordances.
Design/methodology/approach
An empirical research using ESM applications was conducted in China, and 214 valid responses were collected for data analysis. Partial least squares structural equation modeling method was performed to test the theoretical model and hypotheses.
Findings
The results suggest the following implications: (1) the visibility, persistence, editability and association of ESM affordances all have a positive effect on the effectiveness of knowledge sharing in project teams. (2) The psychological safety and psychological empowerment of team members have a significant positive influence on ESM affordances. (3) The project task complexity positively moderates the positive effects which the visibility and association have on the effectiveness of knowledge sharing, and negatively moderates the positive relationship between the editability and knowledge sharing.
Originality/value
Based on the social cognitive theory, this paper highlights the roles of psychological cognitive factors and project task context in the effect of ESM affordances having on knowledge sharing within project teams. Moreover, it provides valuable suggestions for project managers in project and knowledge management.
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A. Srinivasa Rao and Waheed Kareem Abdul
The purpose of this study is to empirically investigate impact of transformational leadership on team performance and the effects of support for innovation and psychological…
Abstract
Purpose
The purpose of this study is to empirically investigate impact of transformational leadership on team performance and the effects of support for innovation and psychological empowerment in this association. Over the past many decades, teams have become an increasingly popular way of organizing and coordinating work. This trend creates new challenges for leaders, as they are expected to motivate individual employees and to improve team performance simultaneously.
Design/methodology/approach
This study proposes a conceptual framework for understanding motivation and support extended to individual employees which would influence team performance. The conceptual framework includes psychological empowerment and support for innovation as mediating variables in the effect of transformational leadership on team performance. The study also validates the proposed conceptual framework using a second-order confirmatory factor analysis technique, namely, partial least squares-structural equations modeling, with the data collected from 182 followers from 10 service organizations in the UAE.
Findings
The findings suggest that transformational leadership has significant positive impact on team performance and, on the contrary, transactional leadership has significant negative effect on team performance. Two dimensions of psychological empowerment such as meaning and self-determination have partial mediation effect in the relationship between transformational leadership and team performance.
Originality/value
This study contributes to the research that identifies team mechanisms influenced by transformational leadership that can affect team success and performance, particularly in the context of UAE-based organizations. Managerial implications and future research areas are further discussed.
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