Self-efficacy and emotional intelligence

2019 ◽  
Vol 25 (1/2) ◽  
pp. 100-119 ◽  
Author(s):  
Janine Black ◽  
Kihwan Kim ◽  
Shanggeun Rhee ◽  
Kai Wang ◽  
Sut Sakchutchawan
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Self Efficacy ◽  
Qualitative Data ◽  
Team Cohesion ◽  
Simulation Game ◽  
Content Type ◽  
Team Members ◽  
Quantitative Data Analysis ◽  
The Relationship

PurposeThis study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance.Design/methodology/approachThis study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task.FindingsResults indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation.Research limitations/implicationsThe current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability.Practical implicationsThis paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion leads to better team performance. As team cohesion is important for team performance, the authors found that two antecedents for team cohesion are emotional intelligence and self-efficacy within team members. Therefore, it is important for managers to hire and select team members with high levels of emotional intelligence and self-efficacy. Managers can train employees to internalize increased levels of these traits.Originality/valueThe current study demonstrated that self-efficacy mediated emotional intelligence and team cohesion during a research project lasting one semester. There have been few studies examining the mediating effect of self-efficacy on the relationship between emotional intelligence and team cohesion. In particular, unlike many other studies that use short-term laboratory experiments, the duration of this study could provide enough time to more thoroughly develop cohesion among members. The current study collected both quantitative and qualitative data. In addition to the quantitative data analysis, the analysis of qualitative data reinforced the findings of the quantitative data analysis.

The influence of emotional intelligence on team cohesion and the mediating effects of self-efficacy and trust: time-lagged approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kihwan Kim ◽  
Eun-Jeong Ko
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Self Efficacy ◽  
Business Students ◽  
Team Cohesion ◽  
Simulation Game ◽  
Mediating Effects ◽  
Mediation Effects ◽  
Content Type ◽  
The Relationship

Purpose Using the input-mediator-output-input (IMOI) model, this paper aims to use longitudinal data to test team level self-efficacy and trust as mediators in the relationship between team emotional intelligence (EI) and team cohesion (TC) and examine the relationship between TC and team performance. Design/methodology/approach In an experimental design, 347 senior business students (84 teams) played a simulation game for 12 weeks. The authors collected data at three different time points to avoid reverse causal effects in the mediation relationship. Findings As hypothesized, trust and self-efficacy mediate the relationship between EI and TC. Moreover, TC is a strong and significant predictor of team performance. Research limitations/implications The authors measured most variables using a self-reported survey, which can cause common method bias, and the authors used a business simulation game for the team task with student participants, which may limit the generalizability of the findings to other team contexts or populations. Practical implications When forming work teams, managers should consider levels of EI and self-efficacy because they facilitate the development of trust and TC, which, in turn, lead to improved performance. Originality/value This study contributes to the literature on EI and TC by revealing the mediating effects of trust and self-efficacy and contributes to the team literature by leveraging the IMOI model to explicate the mediation effects. This study’s longitudinal study design clarifies the causal relationship among EI, trust and self-efficacy and TC, thereby eliminating reverse causation concerns.

Investigating the relationships among team emotional intelligence, trust, conflict and team performance

2019 ◽  
Vol 25 (1/2) ◽  
pp. 120-137 ◽  
Author(s):  
Azadeh Rezvani ◽  
Rowena Barrett ◽  
Pouria Khosravi
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Construction Projects ◽  
Large Scale ◽  
Scale Construction ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Team Conflict ◽  
The Relationship

PurposeThe purpose of the study is to enhance understanding of the relationships among team emotional intelligence (EI), trust in team, conflict in team and team performance.Design/methodology/approachA sample of 389 team members from 84 project teams in large-scale construction projects was surveyed.FindingsFindings showed that team EI is positively associated with team performance. In addition, trust and conflict in the team mediate the association between team EI and team performance.Practical implicationsThe ability to perceive one’s own and others’ emotions significantly increases the likelihood of team performance by increasing trust in a team and reducing conflict. Therefore, managers can use these findings to boost team performance and reduce conflict in their teams.Originality/valueThis research contributes to the better understanding of the relationship between team EI and team performance in large-scale construction projects. In addition, this research is an empirical investigation into the mediation variables linking EI to team performance.

Getting the team together: the role of emotional intelligence and self-efficacy in team performance

2020 ◽  
Vol 28 (5) ◽  
pp. 5-7
Keyword(s):  
Emotional Intelligence ◽  
Self Efficacy ◽  
Team Cohesion ◽  
Business Simulation ◽  
Content Type ◽  
Pertinent Information ◽  
The Relationship ◽  
Practical Implications ◽  
High Emotional Intelligence

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Teams with higher collective emotional intelligence have stronger levels of team cohesion. In a business simulation, these teams achieved a better financial performance. High emotional intelligence was linked to high self-efficacy, which was found to mediate the relationship between emotional intelligence and team cohesion. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.

Why won’t task conflict cooperate? Deciphering stubborn results

2014 ◽  
Vol 25 (4) ◽  
pp. 333-358 ◽  
Author(s):  
Misty L. Loughry ◽  
Allen C. Amason
Keyword(s):  
Individual Differences ◽  
Conflict Management ◽  
Team Performance ◽  
Positive Relationship ◽  
Task Conflict ◽  
Empirical Literature ◽  
Content Type ◽  
Team Members ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to suggest why the theoretically positive relationship between task conflict and team performance has received mixed empirical support. Design/methodology/approach – We review the literature on task conflict and offer explanations for findings that contradict the expected positive relationship between task conflict and team performance. Findings – High levels of correlation among task, relationship and process conflict, and measurement and data analysis issues make it difficult to isolate the effects of each type of conflict. Group-level moderators, including values congruence, goal alignment, norms for debate and the group’s performance history and conflict history affect the relationship between task conflict and performance. The complex relationship between conflict and trust may cause task conflict to have mixed effects on performance. Individual differences and conflict management approaches also affect the relationship between task conflict and performance. Temporal issues and stages of group development are other relevant influences. Practical implications – To better achieve the theorized performance benefits of task conflict, a context characterized by trust is needed. Then norms fostering task conflict can be cultivated and employees can be trained in conflict management. Individual differences that affect team members’ ability to confidently accept task conflict can be considered in selection. Originality/value – Suggestions are presented for future research that may explain discrepant findings in the past empirical literature. In particular, it may be difficult for some team members to perceive task conflict in well-functioning teams. Measures of task conflict that avoid the use of words with a negative connotation should be tested.

Conflict management and performance of information technology development teams

2016 ◽  
Vol 22 (5/6) ◽  
pp. 242-256 ◽  
Author(s):  
Dmitriy Nesterkin ◽  
Tobin Porterfield
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Structural Equation ◽  
Technology Development ◽  
Team Cohesion ◽  
Software Systems ◽  
Negative Effects ◽  
Content Type ◽  
Team Members ◽  
Team Productivity

Purpose This research aims to investigate how team support and cohesion channel the effects of relationship conflict and its management on team productivity. Design/methodology/approach Questionnaire data were sampled from students working in groups to design software systems for companies. Structural equation methodology was used to estimate the proposed model. Findings The results indicate that the mediators (team support and cohesion) positively affect each other and team performance. The results support that the effects of conflict and conflict management on team performance are mediated by team support first and then indirectly through team cohesion. Research limitations/implications This paper empirically establishes the mechanisms through which conflict and its management affect team performance. The following limitations should be considered when generalizing the results of the study: team-level phenomena were assessed using perceived measures of individual team members and an academic setting was used for data collection. Practical implications The findings indicate that team support plays an important role in protecting the team from the negative effects of conflict and that team support contributes to the development of team cohesion. Originality/value This work is one of the first to evaluate the mechanisms of team support and cohesion through which team conflict and its management affect team performance.

Team political skill and team performance

2017 ◽  
Vol 32 (3) ◽  
pp. 239-253 ◽  
Author(s):  
Thorsten Semrau ◽  
Norbert Steigenberger ◽  
Hendrik Wilhelm
Keyword(s):  
Team Performance ◽  
Political Skill ◽  
Professional Background ◽  
Content Type ◽  
Team Members ◽  
Individual Level ◽  
Team Commitment ◽  
The Mean ◽  
Team Characteristics ◽  
The Relationship

Purpose The purpose of this paper is to examine the relation between team political skill, i.e., the mean level of political skill among team members, and team performance. Specifically, it proposes that the link between team political skill and team performance is ambiguous and contingent upon a common professional background as well as collective team commitment within the team. Design/methodology/approach Data from 45 service teams with 295 team members and their supervisors were analyzed. Hypotheses were tested using OLS regression. Findings The results show that a common professional background and collective team commitment serve as crucial contingencies for the relationship between team political skill and team performance. Research limitations/implications This study complements previous individual-level research demonstrating a positive relation between political skill and relevant outcomes by highlighting that the link between team political skill and team performance is ambiguous and contingent upon other team characteristics. Practical implications To enhance team performance, managers should carefully consider the interplay between team political skill and other team characteristics when making staffing decisions. Originality/value The study highlights the relation of political skill with team performance and points to a potential downside of political skill in organizations.

An empirical examination of special operations team leaders’ and members’ leadership characteristics

2014 ◽  
Vol 37 (2) ◽  
pp. 438-453 ◽  
Author(s):  
Michael Josiah Arnatt ◽  
Michael M. Beyerlein
Keyword(s):  
Emotional Intelligence ◽  
Law Enforcement ◽  
Self Efficacy ◽  
Authentic Leadership ◽  
Critical Role ◽  
Empirical Examination ◽  
Content Type ◽  
Team Members ◽  
Special Operations ◽  
Starting Point

Purpose – Law enforcement special operations teams (e.g. Special Weapons and Tactics Teams, Swift, HRT, and Strategic Response Teams) are charged with resolving difficult situations that pose a threat to all involved. Recent tragedies strengthen the idea that law enforcement special operations teams play a critical role in the maintenance of public safety. Despite the importance of police special operations teams, there is virtually no empirical research specifically addressing leadership within these teams. The paper aims to discuss these issues. Design/methodology/approach – A review of literature was first conducted, identifying authentic leadership, emotional intelligence, and self-efficacy to deal with potentially life threatening situations as being core concepts underlying effective leadership in law enforcement special operations teams. The Authentic Leadership Questionnaire, Trait Emotional Intelligence Questionnaire, and the Crisis Leader Efficacy in Assessing and Deciding Scale were then administered to US local, state, and federal special operations team members and leaders (n=99). Results were analyzed according to formal team roles. Findings – Findings reveal members and leaders differ in regards to scale scores representing relational transparency, moral and ethical, sociability, and disaster self-efficacy. Originality/value – Much research on special operations teams is highly theoretical and does not seek to understand team leadership in a testable manner. This is especially true of the relationships between the formal roles of leaders and members. This study is the first to use established leadership instruments to assess the differences between team members and leaders. It provides a starting point for future research and reinforces the idea that there are identifiable differences between special operations teams and members.

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.

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