How team voice contributes to team performance: an empirical investigation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Changqing He ◽  
Jun Song ◽  
Jin Yang ◽  
Zhi Chen
Keyword(s):  
Leadership Style ◽  
Team Performance ◽  
Social Information Processing ◽  
Team Learning ◽  
Voice Behavior ◽  
Team Process ◽  
Content Type ◽  
Team Members ◽  
Underlying Mechanisms

PurposeAlthough voice behavior is important for team performance, scholars have yet to identify its underlying mechanisms and boundary conditions. Using the theory of social information processing (SIP), this study explores how and when team voice influences team performance by considering team learning as a mediator and contingent reward transactional (CRT) leadership as a moderator.Design/methodology/approachThe authors conducted a survey in China using a questionnaire to collect the data. The study sample consisted of 78 leaders and 441 employees nested in 78 teams.FindingsResults showed that team voice was positively related to team performance. The results also proved that the positive relationship between team voice and team performance was mediated by team learning. Additionally, CRT leadership enhanced the effect of team voice on team learning.Practical implicationsFirst, managers should consider individuals high in voice behavior when selecting team members. Second, leaders need to focus on enhancing the learning process. Third, the authors’ findings suggest that when selecting persons as team leaders, managers should pay additional attention to their leadership style.Originality/valueThe primary contribution of this study is that the research sheds light on the specific team process (i.e. team learning), through which team voice is related to team performance. Moreover, the current study deepens the authors’ understanding of the role of leadership in the voice process by identifying the moderating role of CRT leadership.

The role of supervisors on employees’ voice behavior

2019 ◽  
Vol 40 (1) ◽  
pp. 85-96 ◽  
Author(s):  
SuJin Son
Keyword(s):  
Social Information Processing ◽  
Employee Voice ◽  
Hierarchical Regression ◽  
Voice Behavior ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Moderating Factors ◽  
The Relationship

PurposeDrawing on social learning theory and social information processing theory, the purpose of this study is to examine how perceived supervisor’s voice behavior relates to employees’ own voice behavior both directly and indirectly through trust in supervisor. In particular, this study also investigates the moderating role of gender in the relationship between trust in supervisor and employee voice behavior. Further, this study proposes that gender moderates the indirect effect of perceived supervisor’s voice behavior on employee voice behavior via trust in supervisor.Design/methodology/approachThe proposed hypothesis was tested by using hierarchical regression analyses and Hayes’ PROCESS macro.FindingsThe results show that perceived supervisor’s voice behavior is positively related to an employee’s own voice behavior and trust in supervisors. In particular, trust in supervisors mediates the relationship between perceived supervisor’s voice behavior and employee’s own voice behavior. Additionally, the relationship between trust in supervisor and employees’ voice behavior was stronger for female employees.Originality/valueThe current study investigates employees’ perception of immediate supervisor’s voice behavior that encourages employees to speak up, thereby providing a more nuanced understanding of the factors that facilitate employee voice behavior. In particular, this study advances the understanding of how and why employees’ perception of supervisors’ voice behavior relates to employees’ voice behavior by examining the mediating and moderating factors.

Individuals' psychosocial voice barriers in lean problem-solving teams

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Abdul Latif ◽  
Jan Vang ◽  
Rebeca Sultana
Keyword(s):  
Problem Solving ◽  
Team Performance ◽  
Mixed Method ◽  
Employee Voice ◽  
Role Perception ◽  
Voice Behavior ◽  
Content Type ◽  
Team Members ◽  
Problem Solving Teams ◽  
Prosocial Voice

PurposeVoice role identification and the psychosocial voice barriers represented by implicit voice theories (IVTs) affect lean team members' prosocial voice behavior and thereby lean team performance. This paper investigates how role definition and IVTs influence individual lean team-members' prosocial voice behavior during lean implementation.Design/methodology/approachThis research was conducted in four case readymade garment (RMG) factories in Bangladesh following a mixed-method research approach dominated by a qualitative research methodology. Under the mixed-method design, this research followed multiple research strategies, including intervention-based action research and case studies.FindingsThe findings suggest that voice role perception affects the voice behavior of the individual lean team members. The findings also demonstrate that voice role definition significantly influences individually held implicit voice beliefs in lean teams.Research limitations/implicationsThis research was conducted in four sewing lines in four RMG factories in Bangladesh. There is a need for a cross-sector and cross-country large-scale study that follows the quantitative research methods in different contexts.Practical implicationsThis research contributes to the operations management literature, especially in lean manufacturing, by presenting the difficulties of mobilizing employee voice in lean problem-solving teams. This work provides new knowledge to managers to address challenges and opportunities to ensure decent work and to improve productivity.Originality/valueThis research raises a key issue of employee voice and its influence on lean performance which addresses two critical areas of employee voice behavior in lean teams: team-members' voice role perception and implicit voice beliefs that influence their voice behavior in the workplace, thereby influencing team performance.

Leader dark personality and team agreeableness: a recipe for volatile team performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nishant Uppal
Keyword(s):  
Team Performance ◽  
Dark Triad ◽  
Team Leaders ◽  
Content Type ◽  
Team Members ◽  
Sales Team ◽  
Performance Variability ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the effects of the leaders’ dark triad (DT) personality traits, namely, Machiavellianism, Narcissism and Psychopathy, on the team performance variability. Furthermore, this work explores the role of team agreeableness in the above relationship. Design/methodology/approach The study is based on the longitudinal and archival data obtained from the sales team (team leaders: n = 190; team members: n = 832) of 19 firms dealing with fast-moving consumer goods in India. Findings From the finding of the study, it can be inferred that the presence of DT traits in the leaders causes high fluctuations in team performance. Besides, team agreeableness was found to moderate the relationship between the DT traits of the leaders and the team performance variability. Originality/value The theoretical and practical implications of the study are also discussed.

Examining team performance: the role of psychological contracts and engagement among co-workers

2020 ◽  
Vol 8 (3) ◽  
pp. 327-343
Author(s):  
Frits Schreuder ◽  
René Schalk ◽  
Sasa Batistič
Keyword(s):  
Team Performance ◽  
Psychological Contract ◽  
Work Teams ◽  
Psychological Contracts ◽  
Working Environment ◽  
Work Team ◽  
Role Performance ◽  
Content Type ◽  
Team Members

PurposeThe aim of this study was to investigate the role of shared psychological contract beliefs between colleagues in a work team, in team in-role performance and extra-role behaviours.Design/methodology/approachEmployees and team managers of 113 work teams answered questions about their working environment and relationships with experiences and perceptions. The data were used in CFA and structural modelling.FindingsThe results indicated that evaluations of co-worker psychological contracts in work teams are significantly associated with team in-role performance and extra-role behaviours through work engagement.Practical implicationsEmployees with perceived contract fulfilment not only contribute more to their team but also change their expectations of what a team should offer. Managers should be informed that these new and enhanced expectations have repercussions for existing HRM practices.Originality/valueLaulié and Tekleab (2016) have suggested that perceptions of psychological contract fulfilment shared by team members may act as a motivational driver for team performance, team attitudes and behaviours. This study is one of the first applications of this proposition in a mediation model and empirically tested for non-hierarchical co-worker relationships.

The relationships between perceived team psychological safety, transactive memory system, team learning behavior and team performance among individual team members

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Su Min Kim ◽  
Moon Jung Kim ◽  
Sung Jun Jo
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Psychological Safety ◽  
Transactive Memory ◽  
Memory System ◽  
Learning Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Team Members ◽  
Transactive Memory System

PurposeThis study aimed to investigate the relationships between individual team member's perception of team psychological safety (TPS), individual team member's perception of transactive memory system (TMS), individual team member's perception of team learning behavior (TLB) and individual team member's perception of team performance (TP).Design/methodology/approachThis cross-sectional study used a paper-based questionnaire that was distributed to 500 employees in travel-related industries and responses were received from 467 employees. Finally, 394 surveys were used after excluding insincere responses. Using SPSS & AMOS version 25.0, factor analysis, correlation, path analysis and mediation analysis were performed.FindingsThe findings reveal that there is a significant association between TPS, TMS, TLB and TP, except for the specialization subdimension of TMS and reflective communication and knowledge codification subdimensions of TLB. There was no mediation role of TLB; however, credibility and task coordination subdimensions of TMS showed partial mediating effects between TPS and TP.Originality/valueThis study offers suggestions for management, emphasizing the importance of TPS. Recent and rapid organizational changes have dramatically increased employees' job insecurity, which can affect their psychological safety. Therefore, organizations should actively support employees to feel psychologically stable to improve performance by utilizing TMS and TLB among individual team members.

Generating team PsyCap through transformational leadership

2018 ◽  
Vol 24 (7/8) ◽  
pp. 363-379 ◽  
Author(s):  
Teresa Rebelo ◽  
Isabel Dórdio Dimas ◽  
Paulo Renato Lourenço ◽  
Ângela Palácio
Keyword(s):  
Transformational Leadership ◽  
Team Performance ◽  
Structural Equation ◽  
Team Learning ◽  
Psychological Capital ◽  
The Body ◽  
Cross Sectional ◽  
Content Type ◽  
Learning Behaviours

PurposeThe purpose of this paper was to contribute to a deeper understanding of the effects of transformational leadership on team performance, examining the role of team psychological capital (team PsyCap) and team learning behaviours as intervening mechanisms in that relationship.Design/methodology/approachA quantitative study with a cross-sectional design was conducted. The sample was composed of 82 teams from 57 Portuguese companies. Hypotheses were tested through structural equation modelling.FindingsResults revealed that transformational leadership is positively related to team PsyCap, which, in turn, is positively related to team learning behaviours. Moreover, the study’s findings supported the indirect influence of transformational leadership on team performance, through the role played by team PsyCap and team learning behaviours.Originality/valueThis is the first study that considers the mediating role of team PsyCap and team learning behaviours in the relationship between transformational leadership and team performance. In this manner, the present research contributes to the body of research on leadership, highlighting the way through which leadership might translate into team performance. Moreover, it contributes also to the positive organisational behaviour literature, identifying both antecedents and consequents of team PsyCap. The study’s findings encourage organisations to develop ways of reinforcing transformational leadership behaviours and psychological capital among teams.

Counterproductive behaviors

2014 ◽  
Vol 20 (5/6) ◽  
pp. 202-220 ◽  
Author(s):  
Caroline Aubé ◽  
Vincent Rousseau
Keyword(s):  
Team Performance ◽  
Team Building ◽  
Design Data ◽  
Content Type ◽  
Team Members ◽  
Four Dimensions ◽  
Mediating Role ◽  
Counterproductive Behaviors ◽  
Collective Phenomenon

Purpose – The purpose of this paper, building on the work of Aubé et al. (2009, 2011) who developed a four-dimension model of counterproductive behaviors in team settings, is to examine the team-level consequences of these behaviors. More specifically, the authors investigate the mediating role of collaboration, a key component of teamwork, in the counterproductive behaviors–team performance relationships. Design/methodology/approach – Using a multisource approach and a team-level design, data were gathered from 101 work teams (381 members and 101 immediate supervisors). The study was conducted within a Canadian public safety organization. Findings – Results show that the four dimensions of counterproductive behaviors are negatively related to team performance. Moreover, results indicate that each of these relationships is completely mediated by a decrease of collaboration among members. Taken together, the results of this study show that the presence of counterproductive behaviors within teams constitutes a collective phenomenon which affects not only team members, but also the functioning and effectiveness of the team as a whole. Originality/value – This study differs from previous studies mainly by adopting a multidimensional conception of counterproductive behaviors and focusing on consequences of these behaviors on the team as a system. In practical terms, the results suggest that the presence of counterproductive behaviors may require team-level interventions (e.g. team building) in addition to individual interventions with individuals involved.

Procedural and interactional justice perceptions and teamwork quality

2008 ◽  
Vol 23 (8) ◽  
pp. 566-576 ◽  
Author(s):  
Mumin Dayan ◽  
Anthony Di Benedetto
Keyword(s):  
Organizational Justice ◽  
New Product Development ◽  
Team Performance ◽  
Team Learning ◽  
Interactional Justice ◽  
Environmental Turbulence ◽  
Content Type ◽  
Team Members ◽  
Justice Perceptions ◽  
Speed To Market

PurposeThis paper aims to understand the role of organizational justice (procedural and interactional justice) as a precursor to new product development teamwork quality and team performance; to study the moderating impact of environmental turbulence on these relationships.Design/methodology/approachThis is a survey‐based empirical study of 117 product/project managers based in Ankara and Istanbul, Turkey. A series of multiple regression analyses were used to obtain results.FindingsOnly two of the six facets of teamwork quality (coordination and balance of member contribution) are significantly associated with interactional justice; all six facets (coordination, balance of member contribution, communication, mutual support, effort and cohesion) are associated with procedural justice. Teamwork quality is significantly related to team learning and speed to market; environmental turbulence partially moderates these relationships.Research limitations/implicationsPerceived organizational justice is an important precursor to NPD teamwork quality and team performance. The components of organizational justice (procedural and interactional justice) have different effects on the facets of teamwork quality. The relationships between these precursors and team performance are moderated by environmental turbulence.Practical implicationsTo generate new products, NPD managers rely on teams that function well together and show good performance (good team learning and speedy time to market). The findings suggest that NPD managers can significantly improve NPD team performance by increasing team members' perceived level of organizational justice.Originality/valueWhile organizational justice has been previously shown to influence team performance, this relationship has not yet been examined in an NPD setting. This is valuable because of the overriding importance of well‐functioning teams in NPD.

The role of shared leadership in enhancing the quantity and quality of team performance: The influence of perceived task complexity

2019 ◽  
Vol 27 (5) ◽  
pp. 30-32
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Task Complexity ◽  
Content Type ◽  
Team Members ◽  
Team Decision ◽  
First Time ◽  
The Relationship

Purpose This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity on this relationship. Design/methodology/approach Data was gathered from 26 teams of students from a major university in Germany who completed a laboratory team decision-making exercise. Findings The results suggest that teams sharing leadership showed better team performance and made fewer errors. They achieved higher levels of quality of performance. In addition, if the team members viewed the task as highly complex then the quality of their performance was increased. Practical implications Therefore for organizations to optimize team performance shared leadership should be promoted, the SNA should be used to develop interventions and training and influencing perceptions of task complexity should be considered as an important strategy to stimulate shared leadership in teams. Originality/value This paper has an original approach by testing for the first time how perceived task complexity moderates the relationship between shared leadership and team performance and by developing an original team task to investigate shared leadership.

Team reward interdependence and team performance: roles of shared leadership and psychological ownership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qinxuan Gu ◽  
Dongqing Hu ◽  
Paul Hempel
Keyword(s):  
Team Performance ◽  
Social Information Processing ◽  
Shared Leadership ◽  
Psychological Ownership ◽  
Hierarchical Regression ◽  
Content Type ◽  
Processing Theory ◽  
The Relationship ◽  
Moderating Role

PurposeDrawing on social information processing theory, the purpose of this paper is to explore the relationship between team reward interdependence and team performance, treating shared leadership as mediator and team average job-based psychological ownership as moderator.Design/methodology/approachData were collected from a field sample of 72 knowledge-based work teams comprised of 466 team members and their team leaders. Data were analysed using hierarchical regression analysis and moderated path analysis.FindingsTeam reward interdependence was positively related to team performance through shared leadership. Team average job-based psychological ownership moderated both the relationship between team reward interdependence and shared leadership, and the indirect relationship between team reward interdependence and team performance.Research limitations/implicationsThe shared leadership literature is extended by exploring the antecedents of shared leadership from the perspective of team reward interdependence, and by examining the moderating role of team average job-based psychological ownership.Practical implicationsOrganizations and managers should pay attention to team pay system design and be aware of the importance of employees' psychological ownership towards their jobs in promoting shared leadership in teams.Originality/valueThis study sheds light on the antecedents of shared leadership from the perspective of team incentives and examines antecedent boundary conditions through the moderating role of job-based psychological ownership.

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