Learning outcomes in leadership teams: The multilevel dynamics of mastery goal orientation,team psychological safety,and team potency

A sample of 166 individual participants in 47 school leadership teams was used to investigate the multilevel relationships between individual learning outcomes and two dimensions of individual mastery achievement goal orientation—mastery approach goals (MAP), and an emotionally modified measure of mastery avoidance goals (MAV)—and two group-level emergent beliefs, namely, team potency and team psychological safety. All variables were independently positively related to individual learning; however, team potency had no incremental effect above team psychological safety. MAP and team potency interacted negatively on individual learning, indicating that the emergence of high potency in teams may compensate for low average level of MAP in teams. When running the complete research model, MAV and team psychological safety remained positively related to individual learning, in contrast to team potency and MAP. The implications of the findings for leadership teams are discussed.     

Shared Expectations and Implicit Coordination in Tennis Doubles Teams

Very little of the existing research on team cognition has looked at sports teams. The purpose of this study was to extend previous research to the sports domain, and empirically test the relationship between one aspect of team cognition—shared expectations—and implicit coordination in 71 American tennis doubles teams. We tested a model hypothesizing a link between prior experience, shared expectations, and implicit coordination. Prior experience influenced implicit coordination directly, as well as through a positive relationship with shared expectations. The findings highlight the potential of using behavioral measures of team coordination in sport psychology.     

That’s not my place: The interacting effects of faultlines,subgroup size,and social competence on social loafing behaviour in work groups

Taking a social relations approach to team diversity, we propose that faultlines—hypothetical dividing lines that split a team into relatively homogeneous subgroups—impact the team members’ propensity to exhibit social loafing behaviour. We further propose that this individual-level reaction to the faultline structure of the team can differ among team members, depending on the size of their subgroup and on their individual social competence. We tested the assumptions with a sample of real teams working on an intellective task during which social loafing behaviour was video-coded. In partial support of the hypotheses, generalized mixed models revealed that social loafing behaviour was most common for team members who were part of a team with strong faultlines, who belonged to the larger subgroup in their team, and who exhibited low levels of social competence. The results therefore highlight the benefits of taking a multilevel approach to the effects of faultlines.     

Investigating a process model for leader affective presence,interpersonal emotion regulation,and interpersonal behaviour in teams

Leader affective presence is the tendency of leaders to elicit feelings that are consistent among other individuals, and has been supported as a relevant personality trait for understanding teamwork. Drawing on a model that integrates personality and emotion regulation, this study aimed to expand research on affective presence by proposing team members’ perceptions of leader interpersonal emotion regulation as a process that explains how leader affective presence is related to team member behaviour. In the model, teamness—the perception that interdependence and reflexivity are required in the team—is presented as a boundary condition to the effects of affective presence via emotion regulation. Results of a study conducted with 99 teams showed that team member ratings of leader positive affective presence were linked to their perceptions that leaders had used affect-improving emotion regulation which in turn was associated with greater team citizenship behaviour. Contrariwise, team member ratings of leader negative affective presence were associated with perceived use of affect-worsening emotion regulation by leaders which in turn was associated with lower levels of team citizenship, but only when teams were low in teamness. These findings contribute to understanding how leaders’ individual differences are related to teamwork through affective processes.     

Increasing Youths’ Participation in Team-Based Treatment Planning: The <Emphasis Type="Italic">Achieve My Plan</Emphasis> Enhancement for Wraparound

Wraparound is a frequently implemented approach for providing individualized, community-based care for children and adolescents with serious mental health conditions and, typically, involvement in multiple child—and family-serving systems. Both Wraparound’s principles and its theory of change stress the importance of youths’ active participation throughout. However, research focusing on the experiences of youth in Wraparound indicates that they are often not particularly engaged in the process or participating actively with their teams, and the findings point to a lack of alliance between the young people and their teams. This article describes a randomized study testing the Achieve My Plan (AMP) enhancement for Wraparound, which is intended to increase young people’s satisfaction, active engagement and self-determined participation in Wraparound, as well as their alliance with the team. Study findings showed that, relative to youth who received “as usual” Wraparound, young people who received Wraparound with the AMP enhancement participated more—and in a more active and self-determined manner—with their teams. They also rated their alliance with their Wraparound teams significantly higher. Furthermore, adult team members in the intervention condition rated team meetings as being more productive, and they were more likely to say that the AMP meetings were “much better than usual” team meetings. Findings support the idea that it is possible—using a low-cost, low-“dose” intervention—to enhance young people’s self-determination and their engagement in Wraparound without detracting from team functioning or the satisfaction of other team members.     

Klaus B: The success story of an entrepreneur - a case study

Interorganizational teams are rapidly becoming more prevalent as a means to improve organizations' responsiveness. To achieve their objective, interorganizational teams must engage in extensive amounts of boundary spanning activity. This study juxtaposed three structural variables, namely team informational diversity, team boundedness, and extrateam links, in an integrated model aimed at promoting our understanding of how to increase interorganizational team boundary spanning activity and its effectiveness. The model was tested with 49 health promotion teams. Our findings indicated that three types of boundary spanning—scouting, ambassadorial, and coordinating—were positively associated with interorganizational team effectiveness. In addition, for team informational diversity, team boundedness, and extrateam links, scouting and ambassadorial activities fully mediated their relationships with team effectiveness; for team boundedness, coordinating activity also fully mediated its relationship with team effectiveness. These findings highlight the importance of incorporating structural considerations into the management of interorganizational teams.     

Public good provision in inter‐team conflicts: Effects of asymmetry and profit‐sharing rule

A fundamental problem in organizations is designing mechanisms for eliciting voluntary contributions from individual members of a team who are entrapped in a social dilemma. To solve the problem, we utilize a game‐theoretical framework that embeds the traditional within‐team social dilemma in a between‐team competition for an exogenously determined prize. In equilibrium, such competition enhances the incentive to contribute, thereby reducing free‐riding. Extending existing literature, we focus on asymmetric competitions between teams of unequal size, and competitions between more than two teams. Comparing two protocols for sharing the prize—egalitarian and proportional profit‐sharing rules—we find that (i) free‐riding diminishes and (ii) team members contribute more toward their team's effort when they belong to the larger team and when the profit‐sharing rule is proportional. (iii) Additionally, under the egalitarian profit‐sharing rule team members contribute more than predicted by the equilibrium solution. We discuss implications of our findings for eliciting contributions in competitive environments. Copyright © 2009 John Wiley & Sons, Ltd.     

The impact of virtuality on team effectiveness in organizational and non-organizational teams: A meta-analysis

We meta-analytically assess the virtuality-team effectiveness relationship using 73 samples of organizational teams (5738 teams) reporting on a wide range of productive (e.g. earnings), performance (e.g. customer ratings), social (e.g. cohesion), and team member (e.g. project satisfaction) outcomes. Our results suggest that in work organizations, virtuality is not a direct input—negative or positive—to team effectiveness. In contrast, using 109 samples of non-organizational teams (5620 teams), we show that virtuality is a significant negative input to team effectiveness. We also meta-analytically assess the issue of results generalizability from non-organizational to organizational settings, and find that overall, results from non-organizational studies largely fail to generalize to organizational virtual teams. Using moderator analysis, we explore a number of study features that may explain the poor results generalizability from non-organizational to organizational studies. We find that results from non-organizational studies using undergraduate students, short team duration, and laboratory settings drive the non-generalizability effect, whereas results from non-organizational studies using graduate students, longer team duration, and classroom settings produce results comparable to those of organizational studies of virtual teams. Theoretical, methodological, and practical implications are discussed.     

Food and violence: Childhood violence and emotional abuse as complicating factors in the inpatient treatment of eating disorders

SUMMARY

This paper considers the treatment, on an inpatient eating disorders ward, of patients who have suffered violence and emotional abuse during childhood. The complex web of relationships surrounding these patients is discussed, and it is suggested that there are multiple transferences — to the institution, to various members of staff, and to other patients — and that splitting of these transferences is inevitable. Staff experience powerful countertransference feelings, related to the patient's violent history. A central task for the staff team as a whole is to understand and contain the patient's disturbance — taking on, tolerating, and processing the projections. This demands the close working-together of the members of the multidisciplinary team, so that staff can together openly examine the patient's interaction with them and their own emotional responses to the patient and to other members of staff. If these responses are not understood by the ward staff, they can lead to conflict and inappropriate decisions. On the other hand, if the staff team together can build up a picture of the patient's relationships on the ward, and their meaning for the patient, this picture, like a particular projection of the world in an atlas, provides a ‘map’ of the patient's inner world. This ‘map’ can be used by the staff team in navigating their interactions with the patient. It can also assist the psychotherapist in her work to help the patient recognise and, eventually, own the split-off parts of herself.     

Resilience in Virtual Teams: Developing the Capacity to Bounce Back

Resilience, or the capacity to bounce back from adversity strengthened and more resourceful, can be considered an important quality of virtual teams in the contemporary working world. A team is the basic organizational unit many modern firms are composed of—and, the virtual ones are those conducting teamwork over distance using a combination of telecommunications and information technologies to accomplish an organizational task. Yet, we know little about how these teams with members who rarely meet in person can build resilience. We develop further the notion of resilience from the traditional focus on significant adversity to also include mundane yet crucial events that can become key for building resilience in virtual teams. Our study focuses on team dynamics and builds on an experimental research setting using a longitudinal, qualitative and interpretative research design to examine five anatomically similar, well-performing virtually working teams over their life cycle. Our findings show that team members in two out of the five teams engaged in specific reflection and action mechanisms—self-reflective practices, regulation of emotional expression, and engagement in concrete actions promoting team inclusion—that in turn helped these teams become more robust and prepared to face new adversities. Implications for practice and research are discussed.     

The utility of modern theories of intergroup bias for research on antecedents to team identification

ObjectivesMuch of the literature on team identification has focused on assessing outcomes to the construct rather than on motives for its development and maintenance. This article comments on research and theorising in social psychology that can contribute to an understanding of motives for team identification.DesignA review and comment on the application of theories of intergroup bias to the study of team identification.MethodFour modern theories of intergroup bias—social identity theory, optimal distinctiveness theory, uncertainty-identity theory, and terror management theory—are overviewed. Potential applications of these theories to future research on motives for team identification are also offered.ResultsIt is argued that the four theories share similar tenets with reference to motives for social identity. A programme of research that evaluates these motives in the context of sport team identification is offered.ConclusionsIt is hoped that this paper will stimulate research into precursors of team identification and that the findings from such research will help sport teams and governing bodies to promote or control certain types of spectator behaviour.     

Does Teaming Obscure Low Performance? Exploring the Temporal Effects of Team Performance Diversity

Organizations are increasingly using team-based projects to achieve goals. As such, it is important to understand how team members (e.g., their differences) influence team outcomes such as effectiveness. In the present study, we examine performance diversity, differences in members’ past performance, as an antecedent to team effectiveness. In addition, we assessed the length of time the group performed together as a moderator and social loafing among members as a mediator of the performance diversity—team effectiveness relationship. Using multisource data for 673 individuals in 139 project teams, we found that performance diversity had an increasingly negative effect for groups that were together longer. Specifically, greater diversity resulted in more social loafing, thereby diminishing team satisfaction and supervisor-rated team performance.     

Practice papers personal financial services in a digital age

Co‐operative Bank Financial Advisers Ltd (CBFA) is a wholly‐owned subsidiary of the Co‐operative Bank plc. Established since 1972, it specialises in the provision of independent financial advice to personal and corporate customers across the financial services spectrum. Based in Stockport in the north‐west of the UK, CBFA conducts its business via a nationally‐based team of independent financial advisers (IFA), offering a bespoke service to customers at a mutually agreed time and location—usually bank premises, business premises or in the client's own home. In the late 1990s, CBFA faced a crisis. A number of marketplace challenges threatened the long‐term viability of its business. In this paper, one of the management team members describes how her organisation used its understanding of customer decision‐making—backed by good customer research—to regain its footing in a difficult and competitive marketplace. Copyright © 2003 Henry Stewart Publications.     

A MULTILEVEL INVESTIGATION OF LEADER– MEMBER EXCHANGE,INFORMAL LEADER EMERGENCE,AND INDIVIDUAL AND TEAM PERFORMANCE

This study examines the antecedents and outcomes of informal leader emergence in work teams. Drawing upon research in vertical and shared leadership, we hypothesized that the relationship between leader‐‐member exchange (LMX) quality and employees’ emergence as informal leaders is moderated by team shared vision such that there is a positive (negative) LMX—leader emergence relationship for teams with high (low) shared vision. Informal leader emergence, in turn, was expected to relate to higher individual and team performance. Results based on multisource and multimethod data collected at 3 points in time (361 followers in 74 work teams) provided support for these hypotheses. The findings highlight the role played by formal leaders and team shared vision in jointly promoting or inhibiting informal leader emergence and thereby impacting individual performance and team effectiveness.     

Does Hub‐and‐Spoke organization of healthcare system promote workers' satisfaction?

The healthcare services network is a recent organizational structure of healthcare services that are interdependent and organized as a network on the basis of the Hub‐and‐Spoke model. This questionnaire‐based study analyzed socio‐psychological well‐being of health workers both in terms of team‐related experience and individual satisfaction and engagement with one's work in a Hub‐and‐Spoke healthcare service in comparison to non‐network healthcare service. Workers from two different public healthcare services involved in the treatment of the same skeletal rare diseases participated in the Study. We expected that working under a Hub‐and‐Spoke healthcare service—involving teamwork and cooperation among different healthcare services within the units, as well as among workers belonging to different units—would lead to greater psychological team‐related and individual benefits. In line with predictions, the findings showed that under a Hub‐and‐Spoke healthcare service, health workers felt highly interdependent by their team fellows and developed shared cognitions (i.e., team mental models) about their integration and their tasks to a higher extent than non‐network ones. They were also individually more satisfied of their job and displayed higher work engagement than non‐network workers. Beneficial team‐related dynamics, such as perceived interdependence, were responsible for the differences between the Hub‐and‐Spoke workers and non‐network ones. The implications of the present findings were discussed in terms of promotion of health workers' satisfaction and well‐being.     

Space Conquest and Ritual Practices: Lighting Candles for Ariane

Abstract

Endeavoring to conquer space—a domain once reserved to gods and spirits—is not always a denial of the existence of divinities and the human practices devoted to them. On the contrary, many examples of religious attitudes can be seen in the space venture of the past 50 years or so, such as lighting candles before launching a rocket or blessing a team of cosmonauts. To say that such behavior is an expression of the sacred dimension means recognizing that the space venture goes beyond the usual borders of human existence but, at the same time, does not reveal everything about mankind. There must always be a place for terrae incognitae—for unknown and uncharted lands.     

A multiplex view of leadership structure in management teams

In the hope of complementing the structural perspective in upper echelon research and advancing a fine-grained understanding of dyadic leadership influence in management teams, the current study combines two types of intrateam structures—leadership network and friendship network—to create a multidimensional conceptualization of leadership structure in management teams. Specifically, we propose that management teams with a denser singular leadership network (i.e., a network consisting of many leadership ties that are not coupled with friendship ties) should have lower management team cohesion, which subsequently renders worse business unit performance. To contrast, management teams with a denser multiplex network (i.e., a network consisting of many leadership ties that are coupled with friendship ties) should have higher management team cohesion, which subsequently renders better business unit performance. Guided by structural contingency perspective, we further propose that management team task interdependence will strengthen team cohesion's positive impact on business unit performance. To test the hypothesized model, we collected team-level social network data and multiple-wave survey data from 697 managers nested in 148 hotels (i.e., 148 management teams) owned by a large hospitality company. We also obtained objective performance data for each hotel (i.e., occupancy percentage rate and revenue per available room per day) as the criterion measure. The data supported our hypotheses. The theoretical and practical implications of our findings are discussed.     

The Neutralization and Denial of Sexual Violence in College Party Subcultures

Heavy drinking and sexual assault are prevalent among college students who attend parties hosted by fraternities and athletic teams, and accusations often produce victim blaming and disbelief. We provide a symbolic interactionist explanation of how subculturally held sentiments shape students’ perceptions. We find that fraternity or athletic team party attendees (but not those who drink in other settings) are more likely than abstainers to hold stereotypical definitions of rape, rate sexual assault as less likely, and are less likely to acknowledge an assault as rape. This study offers a potential mechanism—meanings transmitted and sustained within subcultures—for explaining the denial of rape among students who attend parties hosted by fraternities or athletic teams.     

Impact of Organizational Citizenship Behavior on Performance in Women's Sport Teams

The current study examined the relationship between organizational citizenship behavior and sport team performance and the moderating role of task interdependence in that relationship. Two types of collegiate teams—softball (N = 25) and tennis (N = 15)—were utilized to represent different levels of task interdependence with softball being considered more interdependent than tennis. Athletes (N = 448) answered survey questions concerning organizational citizenship behavior (helping, civic virtue, sportsmanship [due to the historic use of the term “sportmanship” in developing the measures used in this study, that term will be used instead of “sportpersonship”]), team cohesiveness, athlete satisfaction, and transformational leadership behaviors. Researchers collected performance statistics for athletes. Results indicated that helping behavior was the strongest organizational citizenship behavior predictor of performance, but the effect differed between tennis and softball teams.     

领导集权度与团队成员交换：任务互依性与团队绩效压力的调节作用

从情感互动视角出发,通过三个时间节点对72个团队的问卷调查,探讨了领导集权度对团队成员交换（TMX）及团队绩效的作用机制和边界条件。结果表明：任务互依性和团队绩效压力调节了领导集权度与TMX间的关系,即任务互依性或团队绩效压力越高,领导集权度与TMX之间的负向关系越弱,反之则越强。进一步分析显示,任务互依性和团队绩效压力调节了TMX在领导集权度和团队绩效间关系的中介作用,表现为被调节的中介作用模型。