礼之用,和为贵?和谐管理理论视角下团队亲社会违规氛围对团队绩效的影响

当前关于亲社会违规行为的研究主要集中于个体层面,但实践和理论都表明我们有探究团队亲社会违规氛围的必要性。为此,本研究聚焦于团队亲社会违规氛围这一概念,以和谐管理理论为基础,分别引入团队和谐作为中介变量和团队互依性作为调节变量,探讨团队亲社会违规氛围对团队绩效的影响机制和作用边界。本文以74个团队和334名团队成员为研究对象,通过对三阶段所获取的数据进行分析,结果显示:(1)团队互依性对团队亲社会违规氛围与团队和谐的关系具有调节作用:当团队互依性高时,团队亲社会违规氛围对团队和谐的负向影响更强;(2)团队和谐对团队绩效具有显著的正向影响;(3)团队互依性调节了团队亲社会违规氛围通过团队和谐对团队绩效的间接效应:当团队互依性水平较高时,团队亲社会违规氛围通过团队和谐对团队绩效的负向效应会被增强。本研究证实了团队亲社会违规氛围对团队绩效的作用机制与边界条件,拓宽了亲社会违规行为和团队和谐的相关研究。     

团队人格组成、团队过程对团队有效性的作用

由于团队对组织的重要性,团队有效性的研究倍受关注。通过对342个大学生短期团队完成决策任务的研究,旨在探讨团队人格组成与团队中间过程对团队有效性的作用机制。研究以自陈式问卷调查收集数据,采用层次回归与结构方程模型进行统计分析。研究结果表明：团队过程变量（协作、信念、凝聚力）在团队人格组成（外向性、宜人性、神经质）与团队有效性之间起中介作用,横断研究的I-P-O整体模型得到验证     

团队学习、交互记忆系统与团队绩效：基于IMOI范式的纵向追踪研究

本研究采用纵向追踪设计,以55支实际运行的项目团队作为研究对象,分析检验了交互记忆系统对于团队学习与团队绩效之间关系的作用机制; 并基于理论界近期受到广泛关注的IMOI研究范式,通过两阶段的追踪探索团队学习与团队绩效间关系的动态机制。结果表明: 交互记忆系统对团队学习与团队绩效间关系呈现出显著的中介效应,能够为团队学习的绩效机制提供良好的理论解释力;另一方面,团队学习是一种动态演进的组织行为过程,采用IMOI范式来替代传统的I-P-O模型能够更好地剖析其动态属性。     

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。     

The bigger they are, the harder they fall: Linking team power, team conflict, and performance

Across two field studies, we investigate the impact of team power on team conflict and performance. Team power is based on the control of resources that enables a team to influence others in the company. We find across both studies that low-power teams outperform high-power teams. In both studies, higher levels of process conflict present in high-power teams explain this effect fully. In our second study, we show that team interpersonal power congruence (i.e., the degree to which team members’ self-views of their individual power within the team align with the perceptions of their other team members) ameliorates the relationship between team power and process conflict, such that when team interpersonal power congruence is high, high-power teams are less likely to experience performance-detracting process conflict.     

团队权力分布差异对团队冲突的影响：程序公平和合法性的作用

近年来团队权力分布差异与团队冲突间关系受到了学界较大关注, 但相关研究结果仍存在分歧。通过对70个工作团队的调查, 探讨了团队权力分布差异对团队冲突(任务冲突、关系冲突)作用的边界条件。结果发现, 程序公平调节了两者间关系：当程序公平较高时, 团队权力分布差异与任务冲突、关系冲突负相关; 当程序公平较低时, 团队权力分布差异与任务冲突、关系冲突正相关。此外, 被中介的调节模型分析显示, 团队合法性感知中介了程序公平的上述调节作用。     

创新期望差距与团队突破性创新：自我调节理论视角

本研究以自我调节理论为基础, 探讨团队领导的创新期望差距推进团队突破性创新的过程。根据实验结果以及一项多时点、多来源的问卷调查发现: 创新期望差距对领导创新投入产生U型影响; 领导创新投入中介创新期望差距与团队突破性创新之间的U型关系; 知觉资质过剩和组织晋升标准共同调节创新期望差距通过领导创新投入对团队突破性创新的影响, 具体地, 当领导知觉资质过剩高且组织实行相对晋升标准时, 创新期望差距通过领导创新投入对团队突破性创新施加更强影响。     

Development and Implementation of a Multicultural Consultation Service Within an Academic Medical Center

A major challenge for our field is to ensure we meet the growing demand for culturally sensitive and responsive evidence-based practices to keep up with changing demographics in the U.S. as well as calls to action by our field. To address the mental health imperative to improve the multicultural competence of clinicians and to provide appropriate care, it is important to create opportunities for clinicians to receive training in this area. One route to meet these demands is to provide ongoing multicultural peer consultation to clinical providers. This model also facilitates direct application to clinical work. To that end, we present herein a model for developing and implementing a multicultural peer consultation team. In our implementation, our consultation team aimed to function as therapy for therapists in the context of provision of empirically supported, principle-driven cognitive and behavioral therapies, with a consultation focus on multicultural perspectives and multicultural competence. We demarcate consultation needs within an academic medical center, identify facilitators and barriers to implementation of the service, and provide recommendations for future directions. Moreover, herein we present a case study to demonstrate the process of multicultural peer consultation.     

Daily motivation of volunteers in healthcare organizations: relating team inclusion and intrinsic motivation using self-determination theory

The work of volunteers is indispensable for the well functioning of healthcare organizations, and for maintaining the quality of care in times of austerity. As feelings of intrinsic motivation stimulate volunteer well-being and their long-term engagement, we study how team inclusion relates to volunteers’ intrinsic motivation during their activities. We hypothesize that volunteers’ perceptions of inclusion are positively related to intrinsic motivation, via the satisfaction of their basic needs for autonomy, competence, and relatedness. To test our hypothesis, we conducted a daily-diary study, obtaining a final sample of 43 volunteers and 204 completed diaries. Multilevel path analyses showed that team inclusion was positively related to volunteers’ intrinsic motivation during their activities. Subsequent mediation analyses revealed that competence and relatedness need satisfaction mediated this relationship. Thus, when volunteers feel part of the team with which they complete their activities, they experience intrinsic motivation because feeling included stimulates their feelings of being competent and being related to others.     

Managing Emotions During Team Problem Solving: Emotional Intelligence and Conflict Resolution

Although the potential links between emotional intelligence and performance continue to garner interest, few empirical studies have examined this phenomenon. The influence of emotional intelligence on team performance is of particular interest to researchers and practitioners as teamwork becomes more prevalent in organizations. In this article, we examine the utility of emotional intelligence for predicting individual performance, team performance, and conflict resolution styles. Three-hundred-and-fifty respondents working in 108 teams were administered a measure of team members' emotional intelligence. Participants then completed a problem-solving task, individually and as a team member, and afterwards reflected on the conflict resolution tactics used to achieve the team outcome. In line with expectations, emotional intelligence indicators were positively linked with team performance and were differentially linked to conflict resolution methods. Limitations and implications for future research are also discussed.     

Upsetting the apple cart: Within-team profiles of intragroup conflict and their associations with narcissism

Different types of intragroup conflict (i.e., relationship, task, and process conflict) co-exist in team environments yet how this co-existence is expressed is poorly understood, particularly in sports teams. Further, there is a lack of knowledge surrounding the antecedents of intragroup conflict. Here, we examined the nature of conflict profiles in sports teams and investigated narcissism as an antecedent to the conflict profiles. In a large, multi-group sample (n = 1107 athletes from 109 teams), participants completed measures of intragroup conflict and narcissism. Team-level latent profile analysis of intragroup conflict variables indicated five distinct within-team conflict profiles which varied in patterns of relationship, task, and process conflict. Moreover, teams high in narcissism (both in terms of team mean and team maximum scores) were more likely to occupy dysfunctional conflict profiles, that is profiles high in all conflict types. These findings underscore the importance of considering conflict profiles within teams and provide the first evidence for narcissism as a contributing factor in the development of conflict profiles in groups.     

A temporal common ground for learning: The moderating effect of shared mental models on the relation between team learning behaviours and performance improvement

In this longitudinal study, we integrated a team process and a learning curve perspective on team learning and empirically analysed whether team learning processes lead to performance improvement. In addition, we tested whether this relation is moderated by the similarity of team members’ task, team, and temporal mental models. We tested our model on a sample of 67 teams (314 individuals) competing in a management simulation over five consecutive time periods, using random coefficient modelling (RCM). Our findings suggest that team learning behaviours do not have a direct effect on the team learning curve, but temporal and task mental models are crucial for the translation of team learning behaviours into performance improvement. We found that when teams have similar task and temporal mental models, engaging in team learning processes is beneficial, whereas, when teams have dissimilar task and temporal mental models, it is detrimental to performance improvement. We did not find a significant effect for the moderating role of team mental model similarity. Our study emphasizes the importance of integrating different perspectives on team learning and provides support for the role of team cognition as a catalyst for team learning.     

When Effort is Threatening: The Influence of the Belief in a Just World on Americans' Attitudes Toward Antipoverty Policy

In the political context of the reauthorization of federal welfare reform legislation, a nationally representative sample of 1,570 adults in the United States completed a survey examining the factors that affect attitudes and policy preferences with regard to aid for low-income individuals and families in the United States. This study utilized an innovative survey technique, the factorial survey methodology (Rossi & Nock, 1982), which allows for the simultaneous experimental manipulation of a large number of factors through the use of a vignette. This research demonstrates how the portrayal of difficulties faced by people in need and the ways in which they attempt to overcome these difficulties affect support for policies designed to aid low-income individuals and families. In addition, this study of public attitudes considers the role that psychological orientations of the evaluators play in judgments of families in need. In this case, we examined how the evaluators' belief that the world is a just place influences their evaluations of deservingness. Consistent with our expectations, we found that the more efforts the vignette subject engaged in improving her situation, the less deserving of government benefits she was judged to be by respondents with a strong belief in a just world. The reverse was found among respondents with a weaker belief: more efforts were associated with greater judgments of deservingness.     

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.     

Helping Teams to Help Themselves: Comparing two Team‐Led Debriefing Methods

Team‐based structures have become more widely used in organizations. Therefore, it is important for team members to perform well in their current team and to build skills and enthusiasm for working on future teams. This study examined team debriefing, an intervention in which team members reflect on recent experiences to prepare for subsequent tasks. Prior researchers have shown that facilitated team debriefs work, but they have not examined how to enable teams to conduct their own debriefs or studied how debriefs affect individual level outcomes. Therefore, we compared 2 team‐led debriefing techniques: (a) an unguided debrief and (b) a guided debrief designed to incorporate lessons learned from prior debriefs. We collected data from 174 business students who were members of 35 teams from 9 sections of a Strategic Management course. Class sections were randomly assigned to one of the debriefing conditions, and teams completed 4 business cases over 10 weeks. A multilevel design was employed and a multistage model building approach was used to test the hypotheses using hierarchical linear modeling techniques. Results of this cluster randomized, quasi‐experimental design suggest that the team‐led guided debrief intervention resulted in superior team processes as compared to the unguided debriefing method. Team processes, in turn, related significantly to greater team performance and increased individual readiness for teamwork and enthusiasm for teaming. Implications for future research and practice are discussed.     

Person-centered support and athletes' motivation for performance

The purpose of the study was to examine the effect of person-centered intervention on motivation for athletic performance. 74 volleyball players, 24 boys and 50 girls (M age = 13 yr., SD = 1.0), completed a motivation questionnaire, the Leistungs Motivations Test für Jugendlichen prior to and after an 8-mo. group treatment that included the application of Roger's person-centered method to the participants of the experimental group (1 boys' team n = 12; 1 girls' team n = 11), at a frequency of at least one session per week. In the control group (1 boys' team n = 12; 3 girls' teams n = 39), no particular method was used apart from the pedagogical methods that coaches selected. Results revealed a statistically significant decrease in boys' scores on desire for performance and success between the pre- and posttest measurements. No significant change in girls' scores was observed. Thus, the 8-mo. treatment using the person-centered method did not improve volleyball players' motivation for performance.     

Consultation and Participation with Children in Healthy Schools: Choice, Conflict and Context

In this paper we report on our use of a participatory research methodology to consult with children in the UK on how to improve pupil well-being in secondary schools, framed within the wider social policy context of healthy schools. We worked with children on the selection of our research methods and sought to voice the views of children to a local education authority to improve the design of school environments. The consultation process ultimately failed not because the children were unforthcoming with their views on either methods or on well-being in schools, but because of difficulties in how their views were received by adults. We show how the socio-economic, cultural and political context in which those difficulties were set might have led to the eventual break down of the consultation process, and we draw out a number of possible implications for consultative and participatory work with children in school settings.     

Elements Influencing Peer Evaluation: An Examination of Individual Characteristics,Academic Performance,and Collaborative Processes

Collaborative learning has existed for some time, and instructional methods have been developed, such as cooperative learning, team learning, and problem‐based learning. The purpose of this study is to observe students in learning teams and how their observations of their team and team members are reflected in peer evaluations. We examine pre‐ and post‐team history elements, such as basic demographics, personality factors, exam scores, and observations of team process and team goal attainment. Pre‐ and post‐team history factors correlate with peer evaluations and are discussed. In our analyses, we take into account intraclass correlations and individual and group effects. Suggestions are given for future research.     

Couples’ Experiences of Hope When Participating in the Reflecting Team Process: A Case Study

Hope is believed to be influential to therapeutic change. However, no studies have explored couples’ experiences of hope during participation in a reflecting team process. This exploratory case study attends to this gap in the research literature. Three couples reported on their experiences of hope in relation to participating in the reflecting team process as part of their couple therapy. Themes related to hope were identified during three separate stages of the intervention: anticipating, participating in, and debriefing the reflecting team process. Reflecting team experiences related to hope included: seeking new perspectives, maintaining a positive momentum, identifying strengths, normalizing difficulties, presenting inspiring possibilities, providing support, highlighting growth, and strengthening resolve. These findings serve as a foundation for attending to clients’ hope as an active force during the reflecting team process.     

Counselling in the workplace: How time‐limited counselling can effect change in well‐being

Background: Many employers provide counselling support on work and personal issues for their employees, but in times of economic pressure such services can be at risk if their effectiveness is not demonstrated. Aim: To evaluate whether time‐limited counselling in a workplace can effect sustained change in well‐being. Method: The study was carried out by a staff counselling team in a university setting. The Warwick‐Edinburgh Mental Well‐being Scale (WEMWBS) was completed by clients at the beginning and end of counselling, and at three and six months following. A non‐treatment comparison group completed the survey at the same intervals. Results: The results of our investigation show clearly that the effect of time‐limited counselling (average seven sessions) on distressed clients is positive. The evidence of our treatment group suggests that they acquire an increased sense of well‐being as a result of the experience of counselling with a significant statistical difference between pre‐and post‐counselling treatment group scores on the WEMWBS and consistently higher scores found post counselling. The improvement was maintained at the same level for at least six months following the end of counselling. Conclusions: The provision of time‐limited counselling by employers is an effective support for personal difficulties affecting work.