APPRECIATION THAT INSPIRES: THE IMPACT OF LEADER TRAIT GRATITUDE ON TEAM INNOVATION

2021 ◽  
Author(s):  
Chenwei Li ◽  
Yuntao Dong ◽  
Chia‐Huei Wu ◽  
Michael E. Brown ◽  
Li‐Yun Sun
Keyword(s):  
Team Innovation ◽  
The Impact ◽  
Trait Gratitude

Trait Gratitude and Suicidal Ideation and Behavior

Crisis ◽  
2015 ◽  
Vol 36 (4) ◽  
pp. 291-296 ◽  
Author(s):  
Karolina Krysinska ◽  
David Lester ◽  
Jennifer Lyke ◽  
Jozef Corveleyn
Keyword(s):  
Social Support ◽  
Suicidal Ideation ◽  
Stressful Life Events ◽  
Suicide Attempts ◽  
Coping Skills ◽  
Current Knowledge ◽  
Reasons For Living ◽  
And Behavior ◽  
The Impact ◽  
Trait Gratitude

Abstract. Background: Despite the progress of positive psychology, current knowledge regarding suicide protective factors is limited. Trait gratitude (a tendency to experience gratitude in daily life) may protect against suicidal ideation and behavior. Aims: The study tested a model of causal effects among gratitude, religiosity, reasons for living, coping, and social support as predictors of suicidal ideation, suicide threats, and suicide attempts after controlling for depression and stressful life events. Method: A sample of 165 college students were administered measures of gratitude, religiosity, reasons for living, social support, coping skills, stress, and depression. The study assessed lifetime and current suicidal ideation as well as lifetime suicide threat and attempt. Results: Both gratitude and religiosity, along with social support, coping skills, and reasons for living, correlated negatively with prior suicidal ideation, but not with prior attempted suicide. After controlling for risk factor (depression and stress), the impact of gratitude and religiosity was no longer statistically significant. Conclusion: Further research could help understand the role of positive emotions and human strengths, such as gratitude, in preventing and alleviating suicidal ideation and behavior.

The Impact of Transformational Leadership and Team Innovation on Team Performance: Empirical Evidence from Malaysia

2020 ◽  
Vol 5 (2) ◽  
pp. 99-106
Author(s):  
Daisy Mui Hung Kee ◽  
Nurulhasanah Abdul Rahman ◽  
Ai Wah Tan
Keyword(s):  
Transformational Leadership ◽  
Empirical Evidence ◽  
Team Performance ◽  
Positive Impact ◽  
Employee Performance ◽  
Multinational Companies ◽  
Jel Classification ◽  
Team Innovation ◽  
The Impact ◽  
The Relationship

Objective – Leadership and innovation are two related concepts which have gained a lot of interest among researchers focusing on management and entrepreneurship. Research on these topics are important for the development of the dynamic workforce and are useful to various organisations. However, in the real world, the effectiveness of employee performance is considered as unsatisfactory meaning there is room for improvement. Methodology/Technique – Previous literature had found that Transformational Leadership and Team Innovation are among the key factors which can be used to improve employee performance. This study will examine and test the relationship between Transformational Leadership and Team Performance to understand how Team Innovation mediates this relationship. A total of 197 samples are collected from employees in Multinational Companies (MNC). The data was analyzed using the Statistical Package for the Social Sciences (SPSS) version 23. Findings – The findings indicate that Transformational Leadership has a significant positive impact on Team Performance. Further, Team Innovation mediates the relationship between Transformational Leadership and Team Performance. Novelty – The major implications of these findings are further explored. In particular, this paper contributes to leadership literature by recommending that team leaders aim to inspire and empower employees to achieve organizational goals. Type of Paper: Empirical. JEL Classification: M11, M15, M19. Keywords: Transformational Leadership; Innovation; Multinational Companies. Reference to this paper should be made as follows: Kee, D.M.H; Rahman, N.A; Tan, A.W. 2020. The Impact of Transformational Leadership and Team Innovation on Team Performance: Empirical Evidence from Malaysia, J. Mgt. Mkt. Review 5(2) 99 – 106 https://doi.org/10.35609/jmmr.2020.5.2(2)

scholarly journals The impact of team cultural diversity on team innovation

2019 ◽  
Vol 27 (9) ◽  
pp. 1521
Author(s):  
Qian LI ◽  
Shiyang GONG ◽  
Chaofan LI
Keyword(s):  
Cultural Diversity ◽  
Team Innovation ◽  
The Impact

Gender differences in innovation: the role of ambidextrous leadership of the team leads

2020 ◽  
Vol 58 (7) ◽  
pp. 1475-1495 ◽  
Author(s):  
Abdelrahman Zuraik ◽  
Louise Kelly ◽  
Vernita Perkins
Keyword(s):  
Organizational Support ◽  
Team Leadership ◽  
Self Report ◽  
Team Leaders ◽  
Cross Sectional ◽  
Content Type ◽  
Team Innovation ◽  
The Impact ◽  
Innovation Outcomes ◽  
Ambidextrous Leadership

PurposeThis study explores the impact of gender on team leadership style and how it impacts team innovation outcomes using the ambidexterity theory (opening and closing behaviors) of leadership for innovation.Design/methodology/approachA total of 215 self-report surveys of team members were collected for hypothesis testing. This study tests whether team leader gender moderates the relationship between ambidextrous team leadership and team innovation.FindingsFemale team leaders are engaged in less opening behaviors of ideation, risk-taking and exploration than their male counterparts. Additionally, when female leaders engaged in closing behaviors, which include assigning roles and timelines, they had less impact than the closing behaviors of their male colleagues. Female team leaders were perceived as less effective in leading innovation than males.Research limitations/implicationsThis study examines the influence of gender on team leadership and innovation outcomes. There are drawbacks of cross-sectional data, sample selection issues and potential problems of percept–percept relationships.Practical implicationsThese findings suggest that female team leads may need greater organizational support and organizational senior leadership support to take risks (opening behavior) to produce greater team innovation and increase leader visibility.Social implicationsSociety can achieve even greater innovation outcomes by understanding and addressing the unique obstacles woman team leaders face with innovation. Organizations can benefit from innovation and resilience by supporting women team leaders in their diverse delivery of innovation.Originality/valueThis is the first study to look at the influence of gender and leadership on team innovation outcomes. Ambidextrous leadership theory provides insights into the specific challenges woman team leaders experience; however, so far no research has addressed the innovation outcome challenges female team leaders encounter. Since innovation and leadership can be a key component of visibility, compensation and promotion, it is necessary to investigate the challenges female team leads face in the innovation process.

Team psychological capital and innovation: the mediating of team exploratory and exploitative learning

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nguyen Dinh Tho ◽  
La Anh Duc
Keyword(s):  
Structural Equation ◽  
Psychological Capital ◽  
Equation Modeling ◽  
Content Type ◽  
Team Members ◽  
Team Innovation ◽  
Exploitative Learning ◽  
High Level ◽  
The Impact

Purpose The purpose of this study is to investigate the impact of team psychological capital (PsyCap) on team innovation. The study also examines the mediating role of team learning, including exploratory and exploitative learning, in team innovation. Design/methodology/approach A sample of 272 team leaders of firms in Vietnam was surveyed to validate the measures via confirmatory factor analysis and to test the model and hypotheses using structural equation modeling. Findings The results demonstrate that team PsyCap has a positive effect on team innovation. Further, team exploratory learning mediates the relationship between team PsyCap and team innovation; however, team exploitative learning does not. Although team exploitative learning is explained by team PsyCap, it does not enhance team innovation. Practical implications The study findings suggest that, to enjoy a high level of team exploratory and exploitative learning and innovation, firms should develop team PsyCap. This could be undertaken by implementing leader–subordinate mentoring programs, together with creating a social context that helps in interacting and communicating among team members. Originality/value This study is among the first to examine the role of team PsyCap in team exploratory and exploitative learning and innovation, adding further insight to the literature on innovation at the team level.

Formation of Lunar Craters and Bright Rays as a Result of Meteorite Impacts

1962 ◽  
Vol 14 ◽  
pp. 415-418
Author(s):  
K. P. Stanyukovich ◽  
V. A. Bronshten
Keyword(s):  
Explosive Charge ◽  
The Moon ◽  
Meteorite Impacts ◽  
The Earth ◽  
Lunar Craters ◽  
The Impact

The phenomena accompanying the impact of large meteorites on the surface of the Moon or of the Earth can be examined on the basis of the theory of explosive phenomena if we assume that, instead of an exploding meteorite moving inside the rock, we have an explosive charge (equivalent in energy), situated at a certain distance under the surface.

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