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The purpose of this study is to find ways to mitigate the negative consequences of relationship conflict under the situation that while the negative role of team relationship conflict has been underscored in prior literature, few studies try to alleviate it. With the development of positive psychology, a stream focusing on the role of emotion in conflict management emerges. First, the authors want to explore the mediating role of members’ work engagement in the association between relationship conflict and members’ job performance. Moreover, they want to explore contingent roles of perceived team leader’s emotional intelligence and members’ emotion regulation strategies (i.e. cognitive reappraisal and expressive suppression) in moderating the effect of relationship conflict on members’ work engagement.

Using a data set of 363 individuals working in 73 teams in service sectors, the authors empirically examined the cross-level model with hierarchical linear model.

Relationship conflict was negatively related to members’ job performance while members’ work engagement mediated this relationship. Moreover, perceived team leader’s emotional intelligence mitigated the negative effect of relationship conflict on members’ work engagement, while members’ expressive suppression strategy intensified the negative effect.

The authors address the void of the cross-level mediating process by examining the role of individual work engagement that mediates relationship conflict and individual job performance. The individual work engagement is highlighted in this study for the hope of serving as the basis of finding effective moderators to alleviate the negative relationship conflict–performance relationship by mitigating the decrease of work engagement. Moreover, the claim that the role of emotion from different status subjects varies in regulating the effect of relationship conflict contributes to the development of positive psychology by combining emotion with conflict management.

The purpose of this paper is to investigate the effectiveness of a job resources-based intervention aimed at proactively increasing work engagement and team innovativeness during organizational restructuring using a person-centered approach.

The intervention was conducted in two organizations: two departments served as participants (n=82) and two as controls (n=52). The aim was to first identify sub-groups of employees with different developmental patterns of work engagement, and then to determine whether these sub-groups benefited differently from the intervention with respect to team innovativeness and work engagement.

Latent profile analysis identified three different patterns of work engagement among the participants: high and stable (n=64), moderate and decreasing (n=13), and low and decreasing (n=5). The χ²-test yielded no significant difference between participants and controls (n=52) with respect to team innovativeness over time. However, t-tests showed that team innovativeness increased in the high work engagement class and somewhat decreased in the moderate and low work engagement classes.

During organizational changes, those initially work-engaged seem to be able to proactively build their team innovativeness via a job resources-based intervention and remain engaged; whereas those initially not work-engaged may not, and their work engagement may even decrease.

This study reveals that an initial level of work engagement is a prerequisite why some employees profit more from a job resources-based intervention than others and provides tailored knowledge on the effectiveness of the intervention.

The purpose of this paper is to explore the effects of trust in top management and trust in team members on research scientists' work engagement. Specifically, it is proposed that the link between trust in top management and work engagement will be mediated by organizational identification whereas the relationship between trust in team members and work engagement will be mediated by team psychological safety.

Survey data were collected from 170 research scientists, drawn from six Irish science research centres. Structural equation modelling was used to test the direct and mediating effects.

Results revealed that as hypothesised, organizational identification and team psychological safety fully mediated the effects of trust in top management and trust in team members on work engagement respectively.

The cross‐sectional research design and the use of self‐reported data are the main limitations of this research. Additionally, the team psychological safety scale exhibited a relatively low reliability and, therefore, the results should be viewed with caution. Limitations aside, this study demonstrates that science researchers' trust in top management and their fellow team members is likely to be an important driver of work engagement.

This is the first study which has empirically established a link between work engagement and two distinct forms of trust. In addition, it also uncovers the psychological processes through which researchers' trust in top management and their team members can influence work engagement.

The purpose of this paper is to test whether work engagement can be predicted by two core dimensions, energy and involvement, both at the individual and team levels.

Based on the circumplex model of affective well-being (Russell, 1980), the authors propose the work engagement grid and collect data on individual and team work engagement (TWE) from two different samples (n=1,192 individuals).

Results show a significant positive relationship between the individual engagement grid and individual work engagement. However, only the energy dimension significantly predicted TWE. The authors also provide evidences for the relationship between the engagement grid and related variables (e.g. adaptive performance, team cohesion, satisfaction), and show that the combination of energy and involvement present smaller correlations with those variables than the complete engagement scales.

Data were collected from simulation samples, therefore generalization of the findings must be done with caution. The findings allow for developing a brief measure of work engagement, particularly useful for longitudinal or diary study designs.

When teams are the work unit, the displays of energetic behaviors ought to be fostered in order to boost collective engagement.

The authors add to the existing literature on work engagement, concluding that individual and team-level work engagement have structural differences between them, with the collective construct being dependent on external manifestations of energy, and that individual work engagement needs a cognitive component of absorption in order to foster performance.

This paper aims to identify the determinants of team engagement emerging as a collective team-level phenomenon under time pressure context. The paper particularly explores how teams working under time pressure conditions use their social resources to develop into highly engaged teams.

The paper develops a conceptual framework along with related propositions by integrating diverse literature from the field of team processes, leadership and engagement. The arguments are theoretically embedded into the job demands-resources (JD-R) model to explain the emergence of team engagement under time pressure conditions.

The suggested conceptual model based on the JD-R model reveal that teams working under time pressure conditions view it as a challenging job demand and, hence, use their social resources as a coping mechanism, thereby developing into highly engaged teams. However, the paper finds that for team engagement to emerge under time pressure, teams require two important determinants. These two main determinants are team leader engaging behaviors and team climate. Engaging team leader’s behaviors include four sub-components: emotional agility, use of humor, efficient delegation and quality of feedback. Team climate constitute three sub-components: open communication, fun at work and compassion within the team. Only teams which have a strong team climate and team leaders’ engaging behaviors tend to have high team engagement under time pressure contexts.

The paper offers implications for both HR and line managers in team-based organizations to promote factors that enhance team engagement, for teams to perform under time pressure situations.

The paper identifies determinants of team engagement under time pressure context and further adds to the understanding of team processes by theoretically exploring how time pressure as a job demand can be channeled in a positive manner for promoting team engagement by using teams’ social resources: team leader’s engaging behaviors and team climate.

The purpose of this study is to investigate the relationship between engaging leadership and open conflict norms in teams, with work engagement. A mediating role of basic needs satisfaction between these relations is proposed based on self-determination theory.

Structural equation modeling was used with 133 employees who rated their leader, their team and their own basic need satisfaction and engagement to analyze the direct and indirect effects simultaneously.

The analysis confirmed that both engaging leadership and open conflict norms had an indirect effect on work engagement through basic needs satisfaction. Furthermore, engaging leadership was positively related with open conflict norms.

The current study adds to the validation of engaging leadership as it confirms that engaging leaders strengthen work engagement through basic need satisfaction. Furthermore, it shows that not only the leader is important, but the team can impact their well-being through the creation of other social resources as open conflict norms.

This paper provides evidence that not only leaders are important to increase work engagement through basic needs satisfaction but also other social resources, such as conflict management. This offers a brand new perspective and opportunities on how to increase work engagement using social resources as conflict management.

This study proposes a multilevel framework to test the mechanisms and boundary conditions of the relationships between positive group affective tone (PGAT) and individual/team creativity.

Data are collected from 122 research and development (R&D) teams (including 305 members and 122 team leaders). Hierarchical linear modeling analyses and hierarchical regression analyses are performed to test hypotheses.

The results show that PGAT facilitates individual creativity via enhanced work engagement, and increases team creativity via team information exchange. Supporting the substituting perspective, we found that the positive indirect effects of PGAT on individual/team creativity were attenuated when supervisory support is high.

Although all variables were collected at the same time and the individual-level variables were collected from the same source, our findings highlight the mechanisms explaining the beneficial effects of PGAT on individual/team creativity, and how supervisory support can substitute for such effects.

In order to make the individuals and teams more creative, the organizations need to promote PGAT via the selection of appropriated leader and members or team social events. Moreover, supervisors support is particularly salient in enhancing team creativity when PGAT is low.

This study is the one of the first study to test the motivational/social mechanisms linking the relationship between PGAT and individual/team creativity, and the competing theoretical perspectives regarding how supervisory support can moderate the PGAT–creativity linkage.

The purpose of this paper is to investigate the relationship between leader psychological capital and employee work engagement. Drawing on conservation of resources theory, the authors hypothesize that leader psychological capital is associated with employee work engagement through employee psychological capital. The authors further hypothesize that team collectivism moderates the relationship between leader psychological capital and employee psychological capital.

Multi-source data came from 44 team leaders and 307 employees in Mainland China.

The results suggest a trickle-down relationship between leader psychological capital and employee psychological capital, which in turn is linked to employee engagement. In addition, the relationship between leader psychological capital and employee psychological capital is stronger (weaker) when team collectivism is lower (higher).

By paying attention to the psychological capital of both employees and their leaders, organizations can increase employee engagement which is an important work outcome.

Work engagement is important in the workplace because it is related to a variety of employee work and life outcomes. Prior research has examined the antecedents of work engagement, but little is known about the role of leader psychological capital, a positive psychological state, in shaping employee work engagement. This research applied a resource conservation process model of leader positivity on employee engagement that is mediated by employee psychological capital. This study contributes to a better understanding of the theoretical foundation of leader psychological capital.

The aim of this study was to investigate the role of shared psychological contract beliefs between colleagues in a work team, in team in-role performance and extra-role behaviours.

Employees and team managers of 113 work teams answered questions about their working environment and relationships with experiences and perceptions. The data were used in CFA and structural modelling.

The results indicated that evaluations of co-worker psychological contracts in work teams are significantly associated with team in-role performance and extra-role behaviours through work engagement.

Employees with perceived contract fulfilment not only contribute more to their team but also change their expectations of what a team should offer. Managers should be informed that these new and enhanced expectations have repercussions for existing HRM practices.

Laulié and Tekleab (2016) have suggested that perceptions of psychological contract fulfilment shared by team members may act as a motivational driver for team performance, team attitudes and behaviours. This study is one of the first applications of this proposition in a mediation model and empirically tested for non-hierarchical co-worker relationships.

The purpose of this paper is to examine the effect of learning organization on work engagement in Indian IT firms. Also, this study provides a holistic understanding of antecedents of work engagement at the individual, team, and organizational levels of learning organization.

The sample comprised of responses from 250 managerial employees’ working in IT companies based in India. Confirmatory factor analysis was employed to analyze the proposed measurement model. The study utilized hierarchical multiple regression for testing the research hypotheses. Furthermore, incremental validity was examined to depict the variance contribution of the predictor variables (learning organization).

The results of hierarchical regression analysis revealed that learning organization dimensions have varied predicting effects on work engagement. The findings of the study showed that vigor and dedication were most significantly predicted by embedded system and continuous learning opportunities of learning organization where as inquiry and dialogue has the most significant influence on absorption.

This study offers concrete insights to human resource managers for developing prioritized composite-level interventions at individual, team, and organizational levels of learning organization for building highly engaged workforce.

Despite number of research works on work engagement, research is deficient in examining the role of learning organization dimensions (individual, team and organization level) in influencing work engagement. By investigating the relationship between learning organization and work engagement, the present study embarks to fill the paucity in academic and practitioner literature in the Indian organizational context.