Search results
1 – 10 of over 41000Nandan Prabhu, Badrinarayan Srirangam Ramaprasad, Krishna Prasad and Roopa Modem
This study explores the mediating influences of team reflexivity and workplace spirituality in the shared transformational leadership-team performance relationship.
Abstract
Purpose
This study explores the mediating influences of team reflexivity and workplace spirituality in the shared transformational leadership-team performance relationship.
Design/methodology/approach
Adopting the cross-sectional research design, this study collected data from 130 ongoing teams working in India's information technology (IT) sector. The study collected data on shared transformational leadership by adopting the referent-shift consensus method while collecting data on team performance from managers. Thus, the study explored the relationships among the constructs of this research by using multi-source data.
Findings
This study has shown that shared transformational leadership induces workplace spirituality and team reflexivity among team members. This research's results show that workplace spirituality mediates the shared transformational leadership-team performance and shared transformational leadership-team reflexivity relationships. This research has also demonstrated that team reflexivity mediates the shared transformational leadership-team performance relationship.
Practical implications
Necessity to facilitate relational job design changes, knowledge sharing, intellectual stimulation is the primary managerial implication of this study. This study also articulates the need to pay attention to create organizational conditions for the emergence of workplace spirituality.
Originality/value
This is the first study that has positioned shared transformational leadership and workplace spirituality as the antecedents of team reflexivity. This research has shown the value and limitation of team reflexivity in ongoing teams.
Details
Keywords
Heesup Han, Wansoo Kim and Chul Jeong
The aim of this study is to reveal how workplace fun promotes team performance in the hotel business context.
Abstract
Purpose
The aim of this study is to reveal how workplace fun promotes team performance in the hotel business context.
Design/methodology/approach
The conceptual model of this study was tested based on responses from 271 frontline hotel employees (including managers) in the USA, who had full-time work tenure of more than three months in a three-star or above-rated hotel.
Findings
This study revealed that workplace fun activities enhance team performance by promoting employees’ workplace fun experience and by facilitating interpersonal trust and group cohesion, which, in turn, reduce intra-group conflict and stimulates interpersonal citizenship behaviors, respectively.
Research limitations/implications
First, this study adopted subjective team performance measures. Although it can be exaggerated unconsciously, the literature suggests that how team members perceive their team’ performance is also an important indicator of team effectiveness. Second, the conceptual model of this study was tested in the US context. So, in a more collectivistic culture, the model might generate somewhat different results from those of this study.
Practical implications
The findings of this study indicate that workplace fun initiatives by the management are an effective means to promote the performance of frontline work teams at a hotel. Discussions are extended to incorporating fun elements into existing organizational cultures.
Originality/value
By adopting the input–process–outcome framework, this study shows how workplace fun, as a critical input, creates positive group processes and, thereby, promotes positive group outcomes in the hotel business context.
Details
Keywords
The purpose of this study is to examine the effects of shared transformational leadership and its components on team viability and team satisfaction through the mediating…
Abstract
Purpose
The purpose of this study is to examine the effects of shared transformational leadership and its components on team viability and team satisfaction through the mediating processes of workplace spirituality and team trust, the emergent states of team processes.
Design/methodology/approach
This study is based on software project teams working in India’s information technology sector. The study adopts a cross-sectional research design to investigate the relationships between the study’s constructs.
Findings
This study shows varying effects of the components of shared transformational leadership on team viability and team satisfaction. The study has shown empirical evidence for the mediating role of workplace spirituality in the relationship between shared transformational leadership components and team effectiveness components. This study reveals the intervening roles of workplace spirituality and team trust in the relationship between shared transformational leadership as a unidimensional construct and team viability and effectiveness.
Research limitations/implications
Team rewards and team autonomy can cultivate a sense of community and trust among team members. Team trust facilitates autonomy, and workplace spirituality helps develop connectedness among team members.
Originality/value
This study has contributed to the research discourse on team effectiveness by demonstrating that workplace spirituality and team trust act as mediators in the relationship between shared transformational leadership and team effectiveness. This study has shown the relative strength of the effects of the components of shared transformational leadership on workplace spirituality, team viability and team satisfaction.
Details
Keywords
Amber Yun-Ping Lee, Po-Chien Chang and Heng-Yu Chang
The purpose is to examine the cross-level relationship between workplace fun and informal learning with workplace friendship as a mediator and team climate as a moderator.
Abstract
Purpose
The purpose is to examine the cross-level relationship between workplace fun and informal learning with workplace friendship as a mediator and team climate as a moderator.
Design/methodology/approach
Adopting a two-wave survey procedure, data were collected from 251 employees working across 45 teams of a leading heat transfer manufacturer in Asia. Hierarchical linear modeling was used to test our hypothesized cross-level moderated mediation model.
Findings
Out of the three forms of workplace fun, only two – manager support for fun and coworker socializing – supported our hypotheses. Therefore, not all types of workplace fun are equal and one of the key factors through which fun influences informal learning is by maintaining harmonious interpersonal interactions and high relationship quality in teams.
Originality/value
Based on social interdependence theory, this study uncovers the cross-level mechanism of how workplace fun affects informal learning. The findings extend existing research on workplace fun by focusing on not only individual factors but also interpersonal and contextual elements. The findings also provide practical implications for managers to understand the possible impact of workplace fun on employees' informal learning.
Details
Keywords
Gro Ellen Mathisen, Torvald Øgaard and Ståle Einarsen
The purpose of this paper is to simultaneously examine individual‐ and team‐level predictors of workplace victimization by applying two‐level modeling. Previous workplace…
Abstract
Purpose
The purpose of this paper is to simultaneously examine individual‐ and team‐level predictors of workplace victimization by applying two‐level modeling. Previous workplace victimization research has primarily been conducted on the individual level of analysis, which may be insufficient when assessing organizational‐ and team‐level predictors of workplace victimization. The authors examined the relationships between target personality (Big Five personality factors), perceived stressors, work climate, and perceived workplace victimization.
Design/methodology/approach
The research was conducted in organizations within the restaurant sector; the data were obtained using questionnaires completed by employees and supervisors (n=207) in 70 restaurants.
Findings
A model that included all variables fitted the data well. However, individual‐level perceived stressors was the only variable that was significantly related to workplace victimization. The facts that our model included team‐level climate factors and individual‐level personality traits, and both individual‐ and team‐level victimization showed good fit to the data, with only one specific variable in the model showing any significant relationship with bullying, may indicate that bullying is more a consequence of the total risk factors than related to specific factors, on an individual or team level. Hence, it is the additive effect of the factors that matters more than each individual factor.
Practical implications
Of practical relevance is that the paper provides evidence that both individual and team‐level factors are related to workplace victimization, indicating that bullying cannot be prevented by focusing on clearly defined risk factors either on team or individual levels. As a manager, one must work on all aspects of the social working environment, including the total vulnerability of one's employees and their respective levels of work stress.
Originality/value
From a methodological viewpoint, the paper demonstrates that an analysis of clustered individual‐level data, without the application of proper multilevel analysis, may lead to biased results.
Details
Keywords
This study aims to examine the association between shared transformational leadership and workplace spirituality in teams. While articulating its theoretical propositions, this…
Abstract
Purpose
This study aims to examine the association between shared transformational leadership and workplace spirituality in teams. While articulating its theoretical propositions, this research draws on the theory of motivational effects of charismatic leadership based on the self-concept.
Design/methodology/approach
The paper has adopted the quantitative method and cross-sectional research design while examining the study’s variables’ multi-level relationship. The authors researched 141 project teams in India’s information technology setting.
Findings
This study shows that shared transformational leadership is associated with workplace spirituality. This research has also found significant within-team variance in team members’ workplace spirituality experiences.
Practical implications
The study’s results show that the information technology companies’ employees aspire to cultivate individual-specific meaning at work. Therefore, team leaders should strive to display transformational leadership behaviours to build individual-specific meaning and a sense of community among team members.
Social implications
The study’s findings imply that shared transformational leadership can reduce individualistic utilitarianism and the resulting baneful impact of hedonism. Society can also benefit from shared leadership’s impact on individuals’ self-work integration as it will probably strengthen the “other-benefitting” behaviour instead of mere hedonistic orientation.
Originality/value
This paper has addressed the theoretical tensions regarding the role of shared transformational leadership in inducing employees’ inner life, meaning at work and sense of community. This paper helps us understand shared transformational leadership’s effects on individual workplace spirituality experiences.
Details
Keywords
Performance pay is growing in importance. Even in a centralised economy such as the Norwegian economy, the prevalence of performance pay has increased significantly from 1997 to…
Abstract
Purpose
Performance pay is growing in importance. Even in a centralised economy such as the Norwegian economy, the prevalence of performance pay has increased significantly from 1997 to 2003, and internationally changes in payment methods also occur increasingly. The purpose of this paper is to analyse how performance pay and team organisation and the interaction between these affect publicly‐financed sickness absences of workers.
Design/methodology/approach
Standard panel and cross‐section non‐linear and linear regression techniques are applied to Norwegian panel register and questionnaire data on private sector workers and workplaces during 1996‐2005.
Findings
Team organisation and performance pay are found to be negatively related to sickness absence incidence rates and sick days, partly due to strong negative relationships in workplaces providing jointly performance pay and team organisation. The negative effect of performance pay on sickness absence survives even when fixed job effects are taken into account. The negative effects were stronger for weak incentives than stronger, and they are primarily related to group‐based incentive schemes.
Practical implications
Introducing weak group‐based incentive schemes might be one way to successfully tackle absenteeism for firms.
Originality/value
The paper's findings contribute to the growing literature on how performance pay and team organisation affect absenteeism.
Details
Keywords
Rebecca A. Thacker and Christine A. Yost
Employers often comment on the lack of good team leadership skills exhibited by newly graduated business students. While an understanding of the factors that contribute to…
Abstract
Employers often comment on the lack of good team leadership skills exhibited by newly graduated business students. While an understanding of the factors that contribute to effective communication in workplace teams does exist, are we certain that the factors influencing quality of communication between student team leaders and team members are the same as the factors influencing quality of communication in workplace teams? To investigate this issue, students were surveyed. Results indicate that student team leaders mirror workplace team leaders in all but one important factor: the use of exchange as a tactic of influence. Use of supportive influence tactics and recognition that assertive tactics are not effective was consistent with workplace team leader tactics. As with workplace team leaders, trust was an important determinant with satisfaction with the team leader’s communication. Implications and suggestions for training students to become effective team members in the work world are discussed.
Details
Keywords
Olga Guillette van Diermen and Schelte Beltman
This paper aims to address the management of people and their working behaviour successfully during workplace change – from a traditional way of working towards new ways of…
Abstract
Purpose
This paper aims to address the management of people and their working behaviour successfully during workplace change – from a traditional way of working towards new ways of working. The study was based on the observation that during workplace change, organisations often fail to see the importance of managing (working) behaviour during the process of workplace change. The focus is mostly on the design of the new working environment and the information technology in it. However, these do not seem to be the determining aspects of the success of workplace change, merely necessary boundary conditions. This paper will elucidate how internal communication can make the greatest impact on shifting people’s working behaviour and attitudes and thus manage it effectively.
Design/methodology/approach
A literature study has been conducted to investigate the relation between the topics of new ways of working, workplace change and internal communication. This study surfaced the importance of the aspect of (working) behaviour within workplace change. Subsequently, a field study was performed, during which several interviews were held with the project team of the R&D department of a chemical multinational, who is on the brink of implementing a new workplace concept. Also, focus group interviews were held with their employees to research personal views on expected working behaviour.
Findings
The outcomes of the research, literature review and field study clarify the critical success factors for internal communication to manage the workplace change, so it lives up to the expectations. These are: face-to-face communication, assigning the manager the role of workplace change leader and use internal communication to inform employees and inspire them.
Originality/value
In this paper, the behavioural aspect has been identified as a key determinant of perceived success of a new workplace concept. Managing workplace change successfully should therefore merely focus on managing the working behaviour of the people involved, instead of managing the building and interior design or the technology in it. Internal communication was identified as a pivotal tool to reach this success.
Details
Keywords
This paper aims to examine the workplace team member self-reported social loafing (SL) in relation to the dark triad personality traits of Machiavellianism, narcissism and…
Abstract
Purpose
This paper aims to examine the workplace team member self-reported social loafing (SL) in relation to the dark triad personality traits of Machiavellianism, narcissism and psychopathy. The moderating effect of team member exchange (TMX), a social contextual factor, on each proposed dark trait-SL relationship was also examined. A person X situation interactionist perspective was adopted.
Design/methodology/approach
American employees were recruited to complete surveys consisting of previously published, validated and reliable scales. Correlations and hierarchical regressions were used to test the study hypotheses.
Findings
As hypothesized, all positive dark trait-SL relationships were supported. TMX moderated the Machiavellianism-SL and psychopathy-SL relationships, as hypothesized. Unexpectedly, TMX was not found to moderate the narcissism-SL relationship.
Originality/value
Findings imply increased managerial monitoring costs when supervising employees with elevated levels of dark traits. This is especially so when workers are assigned to team tasks and SL is a concern. To alleviate loafing tendencies, the nurturing of high-quality TMX relations among employees with elevated levels of traits Machiavellianism and psychopathy likely moderates the positive Machiavellianism- and psychopathy-SL relations. The emerging SL literature that accounts for both personality and situation, the dark trait-deviant workplace behavior literature stream and research evidencing the ability of TMX to remedy problematic characteristic behaviors are all extended by the present research.
Details