团队心理安全感对成员创新行为影响的跨层次研究:知识分享的中介作用

采用问卷调查法,以珠三角地区高科技企业61个工作团队的387名员工为调查对象,在控制被试的教育水平、工作年限及人口统计学变量后,运用多层线性模型技术考察团队心理安全感、知识分享及成员创新行为之间的关系。结果表明:(1)团队心理安全感对知识分享和成员创新行为具有显著的正向促进作用;(2)知识分享是团队心理安全感与成员创新行为之间的跨层次中介变量。     

团队气氛与团队心理授权：团队信任的中介作用

通过对32家企业156个工作团队568名员工进行问卷调查,采用相关分析、回归分析和结构方程建模等统计分析方法,对中国文化背景下团队气氛与团队心理授权的关系,以及团队信任的作用进行了探讨。结果表明：（1）团队气氛对团队信任、团队心理授权有正向影响;（2）团队信任对团队心理授权有正向影响;③团队信任在团队气氛和团队心理授权之间具有部分中介作用。其中,情感信任在团队气氛和团队心理授权之间具有部分中介作用,认知信任在团队气氛与团队心理授权之间的中介作用不显著。     

工作团队领导心理资本对成员组织公民行为的影响机制：多层次模型

本研究采用问卷调查法, 以某国有企业在10个地市的66个工作团队369名企业员工为调查对象, 在控制被试的教育程度、工作经验及人口统计学变量之后, 运用多层线性模型技术分析团队领导心理资本与团队成员心理资本及其组织公民行为的关系。结果发现：(1)工作团队领导心理资本对团队成员组织公民行为存在积极影响, 团队成员心理资本是领导心理资本与团队成员组织公民行为之间跨层次的中介变量; (2)工作团队领导心理资本对团队成员心理资本与组织公民行为关系的调节效应不显著。     

团队任务冲突与团队领导行为及团队学习的关系研究

本研究旨在探讨项目团队领导基于角色的不同行为对团队内部的任务冲突互动,以及团队学习的影响.以128个项目团队为研究对象进行的问卷调查结果表明,在领导行为与团队学习的关系中任务冲突存在显著的中介效应.其中,团队领导的促进者与指挥者角色行为完全通过任务冲突的中介传导,对团队学习产生影响,;而领导的创新型行为则通过任务冲突的部分中介作用,产生对团队学习的正向影响.     

团队领导行为对团队效能影响之研究

对修订的团队领导行为量表和自编的团队效能量表进行了信效度检验,并在此基础上探讨了团队领导行为对团队效能的影响情况。结果表明修订的中文版团队领导行为量表具有良好的结构效度和信度,可分为动机激励、魅力领导、挑战陈规和个别关怀四个维度;团队效能量表同样具有良好的结构效度和信度,可分为任务绩效和周边绩效两个维度。路径分析和多元线性回归分析的结果表明,转换型团队领导行为对周边绩效的影响显著高于对任务绩效的影响;转换型团队领导行为中动机激励、魅力领导和个别关怀这三个维度对团队效能影响显著,而挑战陈规这一维度对团队效能的影响并不显著。     

道德型领导者得到了什么？道德型领导、团队平均领导-部属交换及领导者收益

道德型领导是新近提出的一种领导理论,大量研究证实这种领导方式会对员工和组织带来积极影响。然而,在领导过程中处于主体地位的领导者从中获得了什么收益却较少受到关注。以50个工作团队的248名员工为研究对象,本研究基于社会交换理论考察了道德型领导与个体层次和团队层次上领导者收益的关系及其作用过程。跨层次分析结果表明：(1)道德型领导对个体层次的员工对领导的认知信任和情感信任,以及团队层次的团队绩效和领导者绩效均有显著正向作用;(2)团队平均领导-部属交换中介了道德型领导与下属对领导者的认知信任、情感信任以及团队绩效的关系,但在道德型领导与领导者绩效关系间无显著中介作用。本文揭示了道德型领导者在领导过程中获得的“收益”以及团队层次社会交换的中介作用,为道德型领导和团队社会交换的研究提供了启示。     

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...     

团队领导组织公民行为的有效性：以双维认同为中介的多层次模型检验

本研究旨在考察团队领导组织公民行为对团队员工角色内绩效的影响及其以团队员工的共享团队认同和领导认同为中介的作用机制。采用团队领导—团队员工匹配问卷的调查方法,使用29个团队的样本数据对相应的多层次模型进行检验。结果显示：团队领导组织公民行为对团队员工角色内绩效有显著的正向影响;团队员工的共享团队认同和领导认同分别和同时在团队领导组织公民行为与团队员工角色内绩效之间起到完全的跨层次中介作用。     

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。     

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     

团队领导的职能、决定因素及有效性

团队的情境特点和任务要求使团队领导具有了不同于传统组织领导的特点。该文从团队领导与群体领导的区别入手,以职能领导观分析了团队领导的职能：包括团队联络职能,收集并转译来自团队内外的信息;目标建立职能;运作协调职能,协调团队成员活动使其能在团队水平上充分整合;以及决定领导职能相对重要性的团队特征与作业特征,最后探讨了团队领导对团队有效性的作用及机制,并指出将来研究的方向     

Cognition-based and affect-based trust as mediators of leader behavior influences on team performance

We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior and team performance, and for efforts to enhance leader development by combining knowledge from different leadership theories.     

Psychological Capital,Team Resources and Organizational Citizenship Behavior

The study aimed to examine the impact of team resources – learning values and team leader optimism – as moderating variables affecting the relationship between team psychological capital (PsyCap) and organizational citizenship behavior (OCB), measured as a team outcome. Eighty-two management teams involving 395 participants from educational organizations responded to a quantitative questionnaire. Hierarchical regression analyses confirmed interactive effects of both moderating variables, which serve as positive resources for the team by enhancing the impact of team PsyCap on the willingness of the team to engage in OCB. Team PsyCap functioned as a positive team resource that brings about an environment that induces exhibition of high levels of OCB. This relationship is strengthened when both team learning and team leader’s optimism are high. The findings provide support for the relevance of contingency theories by emphasizing the necessity of certain situational features existing in order to have an impact on organization outcomes. Theoretical and practical implications of the findings are discussed.     

Interactive Team Cognition

Cognition in work teams has been predominantly understood and explained in terms of shared cognition with a focus on the similarity of static knowledge structures across individual team members. Inspired by the current zeitgeist in cognitive science, as well as by empirical data and pragmatic concerns, we offer an alternative theory of team cognition. Interactive Team Cognition (ITC) theory posits that (1) team cognition is an activity, not a property or a product; (2) team cognition should be measured and studied at the team level; and (3) team cognition is inextricably tied to context. There are implications of ITC for theory building, modeling, measurement, and applications that make teams more effective performers.     

Bouncing Back from Setbacks: On the Mediating Role of Team Resilience in the Relationship Between Transformational Leadership and Team Effectiveness

The purpose of this study was to clarify the role of team resilience on different facets of effectiveness (team viability and quality of the group experience). Moreover, given the importance of team resilience for the organizational context, it was also our aim to contribute to the study of the conditions that promote team resilience, analyzing the role of transformational leadership. Finally, we examined whether the relationship between transformational leadership and team resilience stimulates positive team outcomes. Ninety teams (445 employees from 40 companies) were surveyed and path analysis was used in the test of the hypotheses. The results showed a positive direct effect of team resilience on both team viability and the quality of the group experience. Moreover, a positive relationship was also identified between transformational leadership and team resilience. Finally, support was found for the mediated effect of team resilience on the relationship between transformational leadership and the dimensions of team effectiveness considered. The findings of this study highlight the role of team resilience as an intervening process between transformational leadership and team effectiveness. Supervisors should promote team resilience, adopting transformational leadership behaviors, in order to contribute to increase team viability and the quality of the group experience.     

Substitutes for leadership in anaesthesia teams and their impact on leadership effectiveness

In this study we aim to increase our understanding of leadership in anaesthesia teams by investigating the relationship between substitutes for leadership, leadership behaviour, and team performance in situations with varying levels of routine and standardization. The present study relied on video recordings of 12 anaesthesia teams in a simulated setting with the occurrence of a nonroutine event. Clinical team performance was measured by the speed of adequate team reaction to this event. The leadership behaviours observed were coded either as content oriented (e.g., information transmission) or structuring (e.g., assigning tasks). Results showed that leadership behaviour changed depending upon the level of routine of a situation, the degree of standardization, and, to some extent, on the experience of team members. Leadership tends to be positively related to team performance during nonroutine and low standardized situations but negatively related to team performance in routine and highly standardized situations. Furthermore, leadership is only slightly related to team member experience. This study improves our understanding of influences of substitutes for leadership on successful leadership behaviour in anaesthesia teams. The findings also lead to suggestions for both further research and the enhancement of team leadership in critical care.     

Ch-Ch-Ch-changes: How Action Phase Functional Leadership,Team Human Capital,and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

This study addresses the following: (1) does a team leader change along with the quality of the team’s human capital affect post-change team performance?; (2) is functional leadership of the team’s human capital a driver of post-change team performance?; and (3) should interim vs. permanent leaders manage the team’s human capital differently? We analyzed archival data from Major League Baseball teams who had undergone an in-season manager change (N = 129). Team performance improved after a leader change, and the quality of the team’s strategic and non-strategic core human capital were positively related to post-change performance. New leaders who engaged in more active functional leadership of the strategic core human capital enhanced the positive effects of human capital quality. Additionally, active functional leadership enhanced the positive effects of strategic core human capital for interim replacement leaders, but not for permanent replacement leaders. This study extends theory and practice on the importance of functional team leadership and human capital following a leader transition. As such, our results provide actionable knowledge for organizations and managers who are part of leadership transitions. This empirical study leverages a unique sample to provide insights into the implications of team leader transitions. The results of this study shed light on the impact that leader transitions which involve “interim” and “permanent” replacements may have on post-transition team performance and how these different types of leaders should leverage the inherent human capital that exists within the team.     

Harnessing the power of ‘us’: A randomized wait-list controlled trial of the 5R shared leadership development program (5RS) in basketball teams

High-quality leadership has been established as a key factor driving a team's competitive advantage. Besides the role of the coach, recent research has emphasized the importance of leadership provided by athletes within a team (i.e., athlete leaders). To unlock the potential benefits of athlete leadership, the development of leaders is therefore essential. The 5R Shared Leadership Program (5R^S) aims to identify promising leaders within a team, on different athlete leadership roles, both on and off the field. After the appointment of the leaders, their identity leadership skills to build and strengthen a sense of ‘we’ and ‘us’ are further developed. The design of the present research consisted of a randomized wait-list controlled trial to test the effectiveness of a train-the-trainer approach to develop shared leadership within teams (i.e., 5R^S). We tracked 16 competitive basketball teams throughout a competitive season. While eight teams (four female and four male teams) received 5R^S during the first half of the season (i.e., experimental condition), the other eight teams received 5R^S during the second half of the season (i.e., wait-list control condition). Our findings highlight 5R^S's capacity to develop athlete leaders' ability to create a shared sense of ‘us’, build a stronger team identification, enhance the available social support in the team, help players to remain motivated and confident in their team's abilities, and nurture players' health. Moreover, 5R^S appeared to achieve this impact by using a train-the-trainer approach, regardless of whether the intervention was delivered during the first or second half of the season, and with generally consistent findings amongst male and female teams. The present study both advances the current field on in-group leadership development, and provides practitioners with guidance on how and when to apply 5R^S with the aim of improving team functioning and athletes' health.