团队中信任形成的映象决策机制

有关团队管理的研究日益注重团队行为过程及其因素并聚焦团队动力机制。其中,团队中信任形成机制成为管理心理学中的前沿领域。以往研究表明,团队成员间的信任模式及其水平是高绩效工作团队的关键条件,团队中信任的形成过程受到成员的个体价值取向、人际交往能力、团队领导风格以及团队共享心理模型特征等诸多因素的影响。而团队信任形成与发展的机制,则仍然是有待深入研究的重要课题。为了进一步研究与分析团队运作机制,以映象理论为基础,采用了实验模拟方法,系统考察团队成员信任的形成过程及其关键特征,深入探索团队成员信任形成的映象决策机制。实验采用团队局域网络模拟方法和被试间因子式设计,分别设置了高目标冲突（个体目标导向）和低目标冲突（团队目标导向）等两种条件。对随机组合的20个团队进行了投资任务的实验模拟与分析,结果表明,团队成员的信任决策是一种映象决策,表现出拒绝阈限。在建立信任关系的过程中,理想映象和当前映象的加工对能力和诚信更加重视,容易导致不信任;而对善意的要求稍宽一些。团队成员在工作任务中对理想映象和当前映象之间进行相容性检验,并作出信任决策判断。在这一动态过程中,相容性知觉起着部分中介作用,形成了映象决策的机制     

团队信任的影响因素与作用机制:基于团队层面的分析

团队信任既包括团队成员之间个体层面的人际信任,也包括团队成员将团队作为一个整体所形成的团队层面的信任.团队层面影响团队信任的因素包括团队特征、团队运行过程、团队沟通与冲突,以及团队领导者特征等,并且团队信任直接或间接(通过一些中介和调节变量)对团队效能产生影响.未来的研究可进一步关注团队信任的测量问题、跨层次的借鉴与整...     

虚拟团队学习效能研究:社会认知因素的影响

本研究采用现场研究的方法,对21个虚拟团队学习的效能进行了实证研究。研究对社会认知因素中的效能感和目标取向对虚拟团队学习效能(技能改变、工作任务和团队健康水平)的影响进行了研究,并探讨了对虚拟团队的态度在中间所起的作用。研究发现,虚拟团队效能感和学习取向对虚拟团队的学习效能产生作用,而对虚拟团队学习的态度、团队信任对虚拟团队学习的效能起着中介或直接的作用。     

虚拟团队共享式领导的双刃剑效应研究：基于调适性结构理论的视角

虚拟团队因新兴技术驱动而成为组织管理的潮流, 尤其全球疫情的爆发使得远程办公备受关注。共享式领导是与虚拟团队高度匹配的领导模式, 但现今学界对虚拟团队共享式领导作用机制的研究比较匮乏, 且集中在正面效应和团队层次, 忽略了共享式领导可能存在的负面效应及对个体层次的影响。研究基于调适性结构理论, 提出虚拟团队共享式领导有助于团队及个体内部动机和效能感的提升, 同时也会加剧团队内社会惰化现象和关系冲突水平, 引发员工的工作负荷和工作焦虑感, 进而对团队绩效和个体绩效产生双刃剑效应, 同时, 团队虚拟性、任务复杂性和任务重要性在其中起到调节作用。研究模型系统打开了虚拟团队共享式领导的影响机制黑箱, 为组织如何在虚拟情境下领导团队、提升绩效提供借鉴。     

虚拟团队中的信任机制

结合以往研究文献,作者系统地介绍了虚拟团队中信任形成的快速性、发展的阶段性、信任关系的脆弱性,以及信任的作用机制等方面的内容．着重比较虚拟团队中的信任和传统团队中信任的差异,从而阐述了虚拟团队中的信任机制。     

虚拟团队沟通模式对信任和绩效的作用

本研究采用资源两难的情景模拟．研究虚拟团队中沟通模式对于团队信任和绩效的作用,120名被试参与了实验。研究发现．虚拟团队在资源两难任务中．沟通模式对信任和绩效的作用均达到显著水平．团队的信任和绩效水平在网络式沟通模式中最高,其次是层级模式,在序列模式中最低,显示了沟通模式在虚拟团队中作用方式。     

异质化信任组合?工作团队信任不对称的积极影响效应

立足于全球化团队合作背景下信任不对称普遍存在的事实,以有效管理团队信任、促成团队合作共识并提升合作绩效为目标,系统考察被现有信任研究所忽略的信任差异——信任不对称在团队中的积极影响效应问题。作为一个研究构型,文章预期采用追踪研究方法建立并验证"信任不对称→中介过程→团队绩效(个体绩效)"的跨层次动态作用机制。预期研究成果不仅将有助于管理者深入了解信任不对称在团队中的存在形式,为管理者提供可行的管理策略参考;更能通过探究信任不对称如何正向作用于团队绩效的动态过程,弥补现有信任研究文献对信任不对称正面作用效应的关注不足,为今后的追踪研究提供一次有益的尝试。     

受助者结果类型对亲社会表现的影响:成人与儿童的对比研究

亲社会表现是指人们在社会交往中表现出来的谦让、帮助、合作、分享等行为,其影响机制受到广泛关注。本文通过两个研究（分别以大学生和二、四、六年级小学生为研究对象）探讨了受助者结果类型（受助者获得积极结果vs.受助者避免消极结果）对亲社会表现的影响。结果显示：（1）受助者避免消极结果条件比受助者获得积极结果条件诱发成人更高的亲社会意愿和行为;（2）六年级儿童帮助他人避免消极结果的亲社会意愿更强、情绪更积极;（3）相对于帮助他人避免消极结果,二年级儿童更倾向于帮助他人获得积极结果。这些结果说明受助者结果类型影响个体的亲社会表现（包括亲社会行为、亲社会意愿、亲社会情绪）,并且这种影响因成人和儿童有所不同：成人和年长儿童表现出亲社会损失规避现象,年幼儿童则表现出相反效应。     

不胜任专家对团队互动模式的影响:团队成员补偿效应

团队中专家的作用日益受到关注,而不胜任专家对于团队互动模式的影响鲜有研究。采用实验室任务团队,通过对专家胜任力进行精确操纵,研究发现不胜任专家团队条件下出现了明显的"成员补偿效应"。即普通成员的主导行为和功能性行为显著增加;影响力水平显著提升。同时,普通成员影响力水平受到领导开放性的调节。只有在高领导开放性的团队中,普通成员对不胜任专家的补偿效应才能发挥作用。     

服刑人员人际信任和应对方式的关系研究

本研究选取与服刑人员人格特征、行为方式紧密相关的人际信任、应对方式两个研究对象,结合监管改造工作实际,应用成熟量表进行测量。根据统计结果,对人际信任因子、影响因素、应对方式因子以及两者相关情况进行分析。经研究,服刑人员人际信任水平很低,并受年龄、婚姻、服刑前职业、犯罪类型等7个因素影响;服刑人员应对方式受处遇级别、服刑前职业、已服刑期等3个因素的影响;服刑人员人际信任中相信对方可靠、在个人隐私和安全上信赖对方等3个因子与积极应对存在正相关,财产性信任与消极应对存在正相关。     

Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams

Our research integrates theoretical perspectives related to distributed leadership in geographically dispersed teams with empowering leadership theory to build a multilevel model of virtual collaboration and performance in dispersed teams. We test the model with procurement teams in a major multinational corporation. Our results show a significant cross‐level effect of empowering team leadership, such that under conditions of high empowering team leadership, a team member's virtual teamwork situational judgment (VT‐SJ) is positively and significantly associated with his or her virtual collaboration behaviors and also indirectly with his or her individual performance in the team. At the team level, our findings also suggest that the impact of empowering leadership on team members’ aggregate virtual collaboration, and indirectly on team performance, increases at higher levels of team dispersion. These findings shed important light on the role of team leadership in fostering effective collaboration and performance of geographically dispersed virtual teams.     

虚拟团队中的信任研究

信任是从组织行为学领域研究虚拟团队的一个重要课题。与传统组织中的信任相比,虚拟团队中的信任主要是认知或行为定向的;它在最初几次互动的基础上迅速建立起来,并通过随后的沟通行为维持下去,所以沟通行为和沟通内容的特征对虚拟团队中信任的建立和维持有着特殊重要的意义。由于目前研究方法所限,无法确定虚拟团队中信任与绩效的因果关系,但是它们之间存在着密切的相关关系。     

The Resilient Organisation: A Meta-Analysis of the Effect of Communication on Team Diversity and Team Performance

The Input-Process-Output framework is adopted to examine the impact of diversity attributes (the input) on communication (the process) and their influence on performance (the output), to understand the internal group/team working mechanisms of organisational resilience. A meta-analysis of 174 correlations from 35 empirical studies undertaken over 35 years (1982–2017) showed that members of a team who have different experiences are more likely to share information and communicate openly when they deal with a task that requires collaboration outside the team. This supports the view that organisations are more resilient by being more closely connected with the external environment. Differences in social categories tend to favour openness of communication, especially in the case of age diversity and race/ethnicity diversity. An increase in openness of communication is likely to enhance team performance, particularly for small and medium-sized teams operating in manufacturing industries, while frequency of communication can be beneficial for both large and medium-sized teams working in the high technology industry. The positive workings of these associations form the resilient organisation.     

The Role of Leadership and Trust in Creating Structural Patterns of Team Procedural Justice: A Social Network Investigation

We adopt a social network perspective to investigate the distinct structural patterns (i.e., centralization and density) of procedural justice (PJ) in teams and the antecedent factors that create them. Across 2 longitudinal field studies in which we gathered social network data from 1,008 workers on 138 teams (Study 1) in China and 672 workers on 125 teams (Study 2) in the United States, we found that differentiation in leader–member exchange relationships significantly influenced the centralization and density of PJ within a team by affecting the level of intrateam trust. Specifically, the more differentiated leader treatment team members received, the lower the level of trust within a team, which resulted in more concentrated (high centralization) and fewer (low density) social interactions among members regarding team PJ. Furthermore, differentiated leader treatment of team members was especially damaging to intrateam trust and, in turn, the structural patterns of team PJ when team members were in close proximity and highly sensitive to equity issues.     

Leader Network Centrality and Team Performance: Team Size as Moderator and Collaboration as Mediator

The social network perspective provides a valuable lens to understand the effectiveness of team leaders. In understanding leadership impact in team networks, an important question concerns the structural influence of leader centrality in advice-giving networks on team performance. Taking the inconsistent evidence for the positive relationship of network centrality and leadership effectiveness as a starting point, we suggest that the positive impact of leader centrality in advice-giving networks is contingent on team needs for leadership to meet communication and coordination challenges, which we argue are larger in larger teams. Developing our analysis, we examine the mediating role of member collaboration in the relationship of leader network centrality and team performance as moderated by team size. Based on a multi-source dataset of 542 employees and 71 team leaders, we found that leader centrality in advice-giving networks related positively to team performance in larger teams but negatively in smaller teams. Results supported the mediated moderation model via member collaboration in smaller teams, but not in larger teams.

     

When Trust in the Leader Matters: The Moderated-Mediation Model of Team Performance and Trust

This study contributes to the sport and team literature by exploring the conditions in which trust in a leader translates into trust in a team and subsequent team performance. Findings from 709 athletes on 74 basketball teams demonstrated that trust in the coach represents a critical antecedent of team trust, especially when the team's past performance has been poor. We also found a combined effect of the level and consensus in trust on team performance. Practical implications suggest that a coach needs to ensure that every player, rather than just some or even the majority of individual team members, trusts him or her and the team.     

Developing effective social support: Team building and the social support process

Abstract

Team members who provide each other with several types of social support (e.g., listening support, reality confirmation support, and task appreciation support) offer each other the opportunity to increase their physical and emotional well-being. Also, teams that employ strategies to enhance their social support as part of a team-building intervention are more likely to build a working, achieving, successful organization, one with effective communication and a shared commitment to team goals and a team vision of success. This article presents a rationale for enhancing the development of team social support, describes the social support process and a measurement tool based on the characteristics of that process, outlines strategies for maintaining and enhancing student-athletes' social support, and concludes with comments regarding intervention evaluation.     

不同任务情境中虚拟团队绩效过程模式

运用模拟实验,通过操纵任务类型和任务依存性,考察了不同任务情境中虚拟团队的各种绩效过程模式及其演化过程。研究发现：（1）三种绩效过程模式对团队任务绩效具有不同的作用,在整个过程中,团队成员都能够设置比较客观的目标;而方法模式只在第一和第三阶段表现出显著作用;信任模式在第一和第二阶段的显著作用,表现出后期受到学习效应的干扰。（2）在概念性任务中,任务依存性对团队任务绩效作用显著,而在行为性任务中,其作用不显著,而且,任务依存性对不同任务类型中的绩效过程模式具有不同的作用。