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Article
Publication date: 7 December 2023

Xin Zhao, Na Fu and Yseult Freeney

The purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership…

Abstract

Purpose

The purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership (TL) on team performance, as well as the conditions under which the impact can be strengthened or weakened.

Design/methodology/approach

This study adopts a survey method to collect data from matched sales team leaders and sales team members in 81 teams. A multi-level polynomial regression analysis was conducted.

Findings

Team performance was higher in teams with balanced or high TL than with balanced or low TL. Among the teams with incongruence, no difference was found between leader underestimation and leader overestimation. TL congruence plays a moderating role in the relationship between team follower evaluation of TL and team performance, such that the relationship is stronger when team leader self-evaluation and follower evaluation are congruent than incongruent.

Originality/value

This study extends the authors' current understanding of TL literature by combining and contrasting the different perceptions of TL from both the leaders themselves and the followers towards leaders. The findings highlight the importance of congruence versus incongruence rather than just the high or low levels of follower TL evaluation. It provides a more complete understanding of the TL and team performance relationship than the traditional view that promotes a linear relationship between TL and performance.

Details

Leadership & Organization Development Journal, vol. 45 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Open Access
Article
Publication date: 3 July 2023

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…

1015

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.

Article
Publication date: 30 May 2023

Ram Shankar Uraon, Anshu Chauhan, Rashmi Bharati and Kritika Sahu

Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it…

Abstract

Purpose

Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it investigates the mediating effect of project commitment on the impact of agile taskwork and agile teamwork on team performance. Furthermore, the study also tests the moderating role of career level on the impact of agile taskwork and agile teamwork on team performance.

Design/methodology/approach

Survey data were collected from 563 employees working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares path modeling was used to test the hypothesized model, and the Process macro was used to test the moderating effect.

Findings

The results show that agile taskwork and agile teamwork positively affect team performance and project commitment, and project commitment positively impacts team performance. Furthermore, project commitment fully mediates the relationship between agile taskwork and team performance and partially mediates the relationship between agile teamwork and team performance. Furthermore, the career level negatively moderates the impact of agile taskwork and agile teamwork on team performance.

Practical implications

The study shows the importance of agile work practices and project commitment to enhance team performance. Thus, the study provides managers with two strategies to improve their team performance.

Originality/value

There is a scarcity of research examining the distinct effects of agile taskwork and agile teamwork on team performance and the mediating role of project commitment in these relationships. Furthermore, as per the empirical evidence, no previous research has empirically examined the moderating role of career level in the agile taskwork-team performance and agile teamwork-team performance relationships.

Details

International Journal of Productivity and Performance Management, vol. 73 no. 4
Type: Research Article
ISSN: 1741-0401

Keywords

Open Access
Article
Publication date: 12 January 2024

Fernando Martín-Alcázar, Marta Ruiz-Martínez and Gonzalo Sánchez-Gardey

This study aims to examine the connection between scholars' research performance and the multidisciplinary nature of their collaborative research. Furthermore, in response to…

Abstract

Purpose

This study aims to examine the connection between scholars' research performance and the multidisciplinary nature of their collaborative research. Furthermore, in response to mixed results regarding the effects of multidisciplinarity on research performance, this study explores how human resource management (HRM) practices may moderate this link.

Design/methodology/approach

The authors built a model based on the theoretical arguments and empirical evidence found in the review of diversity and HRM literature. The authors also performed a quantitative study based on a sample of scholars in the field of management. Different econometric estimations were used to test the proposed model.

Findings

The results of this empirical analysis suggest that multidisciplinary research has a non-linear effect on research performance. Certain HRM practices, such as development and collaboration, moderated the curvilinear relationship between multidisciplinarity and performance, displacing the optimum to allow higher performance at higher levels of multidisciplinary research.

Originality/value

The paper provides advances on previous works studying the curvilinear relationship between multidisciplinarity and the researchers' performance, confirming that multidisciplinarity is beneficial up to a threshold beyond which these benefits are attenuated. In addition, the findings shed light on important issues related to team-oriented HRM practices associated with the outcomes of multidisciplinary research.

Details

Management Decision, vol. 62 no. 13
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 3 November 2023

Tawnee Chies and Marcos Mazieri

The emphasis on short-term by project-based firms (PBFs) implies the adoption of project efficiency and impact on the team as project success drivers in PBFs context. Good…

Abstract

Purpose

The emphasis on short-term by project-based firms (PBFs) implies the adoption of project efficiency and impact on the team as project success drivers in PBFs context. Good performance by employees, as individuals in a team, can be explained by their behaviors, associated with goal orientation theory. Learning and performance orientations are associated with teams’ effectiveness and overall project performance. The purpose of this paper is to analyze the relationships between the dimensions of goal orientation, especially learning orientation, and project efficiency and impact on the team, in PBFs context.

Design/methodology/approach

A quantitative approach was adopted, based on data from a survey of 714 respondents, representing project managers, that turned into a valid sample of 315 composed only by PBFs respondents. The results were analyzed through multiple linear regression and, mainly, mediation analysis methods.

Findings

Performance-avoid orientation is a predictor of project efficiency; performance-prove orientation, a predictor of impact on the team. Learning orientation relates positively to both project success criteria. Project managers should balance/induce the proper orientation within the team, favoring learning orientation according to the results, to have short-term project success in PBFs.

Originality/value

There is a direct relationship between learning orientation and project efficiency, but it is fully mediated by impact on the team, which it was not found in previous studies. This study argues that they are not parallel constructs, constituent parts of equal weight in project success, but that impact on the team precedes project efficiency when learning orientation is considered.

Details

European Business Review, vol. 36 no. 3
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 10 July 2023

Wu Wei and Jia Duan

This study aims to solve the realistic dilemma between the importance of entrepreneurship and the high rate of entrepreneurial failure, and to point out the direction of…

Abstract

Purpose

This study aims to solve the realistic dilemma between the importance of entrepreneurship and the high rate of entrepreneurial failure, and to point out the direction of subsequent research.

Design/methodology/approach

The paper takes the form of a literature review.

Findings

Entrepreneurial activities involve multiple dimensions. Entrepreneurs or entrepreneurial teams will be affected by multiple factors when starting a business, and sufficient attention should be paid to both the factors within the group and the factors outside the group such as institutional quality and market competition. High entrepreneurial failure rate is an essential characteristic of entrepreneurial activities, while solving this problem requires entrepreneurs to maintain passion, clarify their own motivation, improve their learning abilities and adopt appropriate entrepreneurial strategies to improve entrepreneurial performance. Meanwhile, it also urgent to build entrepreneurial teams with common goals, heterogeneous knowledge structure, outstanding learning ability, solid mutual trust, strong social influence and social capital. Successful entrepreneurship should adhere to the perspective of openness and cooperation. It should not only actively strengthen international cooperation but also fully adapt to the country’s system and culture. Sustainable growth of entrepreneurial enterprises requires not only stable commercial revenue but also responsibility to society, which in turn leads to a good reputation and high social recognition.

Practical implications

The authors hope this review can provide some insightful viewpoints for deepening the theoretical system of entrepreneurship, improving the success rate of entrepreneurship and promoting the sustainable growth of enterprises.

Originality/value

Further research can be carried out on the promotion of business growth by entrepreneurship at the micro level in the following aspects: analyze functional mechanism between innovation and entrepreneurship; entrepreneurship research by integrating multiple institutional contexts and cultural traditions; consider the changes in emerging technologies on entrepreneurial activities; diversified mechanism between entrepreneurship education and business growth.

Details

Chinese Management Studies, vol. 18 no. 3
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 9 May 2024

Qiuling Gao, Xiaolin Zhuang, Zijie Li and Yan Wang

This study aims to investigate how the role of female leadership works in sports coaching. Drawing key insights from the ability–motivation–opportunity (AMO) framework of human…

Abstract

Purpose

This study aims to investigate how the role of female leadership works in sports coaching. Drawing key insights from the ability–motivation–opportunity (AMO) framework of human resource management, the authors explore the underlying mechanisms of female leadership and the role female coaches play in enabling athletes to develop their self-initiative through AMO enhancement.

Design/methodology/approach

The sample in this study is made up of 11female coaches from eight teams in China selected using purposive sampling. Data was collected and analyzed on various aspects of female leadership.

Findings

Analysis of interviews and secondary data show that the mechanisms and enablers related to AMO enhancing practices stimulated by female coaching leadership can increase team performance.

Research limitations/implications

This study opens new avenues for sports science research and strengthens the theoretical and practical understanding of the intentions and mechanisms female coaches implement as leaders in sports coaching.

Originality/value

First, this study contributes to the AMO framework by helping form new theoretical insights based on the understanding of female sports coaching mechanisms. Second, this study provides novel insights into female leadership literature by investigating the mechanisms of female leadership in the context of sports exercise. Third, this study also contributes to the body of research on sports coaching in Asia, especially that of Chinese women in such leadership roles.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 27 February 2024

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.

Details

International Journal of Operations & Production Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 25 December 2023

Changlong Ma, Yuhui Ge and Heng Zhao

Although strategic scholars have made great effects to exploring the moderating roles of team interaction in explaining the effect of top management team (TMT) diversity, they…

Abstract

Purpose

Although strategic scholars have made great effects to exploring the moderating roles of team interaction in explaining the effect of top management team (TMT) diversity, they have adopted seemingly conflicting theoretical perspectives to explain how it works. Drawing on ideas from the threat rigidity theory, the authors integrated these perspectives by proposing a contingency model in which the relationships between TMT diversity and adaptive firm performance depend on the matching between the internal context (i.e. overlapping team tenure) and external context (i.e. severity of threat).

Design/methodology/approach

This study sampled 579 Chinese A-share listed companies that have been severely affected by the COVID-19 pandemic, and multilevel linear regression analysis was used to test the hypothesis.

Findings

Results provided support for this hypothesis. Specifically, the interaction between TMT age/tenure diversity and overlapping team tenure is significant only when the severity of threat is high, while the interaction between TMT functional diversity and overlapping team tenure is significant only when the severity of threat is low.

Originality/value

The results of this study provide a comprehensive perspective to predict the performance impact of team diversity and contribute to diversity research and practice.

Details

Journal of Organizational Change Management, vol. 37 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 24 January 2024

Panawannage Bhagya Dewmini Fernando and Ananda K.L. Jayawardana

This study aims to investigate how the individual-focused transformational leadership effect of transformational leadership impacts the team member’s individual work performance…

Abstract

Purpose

This study aims to investigate how the individual-focused transformational leadership effect of transformational leadership impacts the team member’s individual work performance through the intermediary mechanisms of work engagement and regulatory focus.

Design/methodology/approach

A moderated mediation model was analyzed through PLS-SEM by using a sample of 462 team members across diverse work teams in Sri Lankan organizations.

Findings

Results revealed that individual-focused transformational leadership positively impacts the team member’s individual work performance through the mediation of the team member’s work engagement. The direct relationship between individual-focused transformational leadership and the team member’s work engagement was found to be positively moderated by the team member’s promotion regulatory focus.

Practical implications

This paper demonstrates implications for team designing and leadership development and highlights the importance of team leaders utilizing individual-focused transformational leadership to gain improved work performance from each team member.

Originality/value

This study provides empirical evidence for the mediating role of work engagement and the moderating role of promotion regulatory focus in deriving the team member’s work performance, which contributes to constructing a more refined profile of individual-focused transformational leadership.

Details

Leadership & Organization Development Journal, vol. 45 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

1 – 10 of over 3000