Context and person-oriented leader in teams: a meta-analytical review

2020 ◽  
Vol 26 (1/2) ◽  
pp. 91-121
Author(s):  
Meltem Ceri-Booms
Keyword(s):  
Random Effects ◽  
Team Performance ◽  
Random Effects Model ◽  
Team Size ◽  
Content Type ◽  
Moderating Variables ◽  
Common Method Bias ◽  
Method Bias ◽  
The Relationship

Purpose The research studies the role of contextual moderating variables on the relationship between person-oriented leadership behaviors (POLBs) and team performance. The authors claim that the varying effect sizes between POLBs and team performance are large because of the context the team is functioning in. Therefore, based on the framework of Johns (2006), this paper aims to investigate the moderating role of the relevant demographic (leader gender), social (in-group collectivism and team size), task (skill differentiation) and methodological (common method bias and the rater of the team performance) contextual variables in the study. Design/methodology/approach The authors accumulated evidence from 48 independent primary studies (N team = 4,276) to run the meta-analytic analyses. The authors followed the procedures described by Schmidt and Hunter (2015). For the categorical moderators, the analyzes were aided by the Hunter–Schmidt meta-analysis programs (2.0) (Schmidt and Le, 2014), which is an interactive software using a random-effects model. In the analyzes for the continuous moderators, the authors used Lipsey and Wilson’s (2001) statistical package for the social sciences macros and run meta-regressions using a random-effects model with unrestricted maximum likelihood. Findings The results indicate that the relationship weakens when female leaders exhibit these behaviors and when the team size increases. On the other hand, in-group collectivism strengthens the relationship. The study also found that the common method bias and the assessment method of the team performance are significant moderators altering the relationship. Practical implications The study highlights the perceptual differences and biases based on leader gender. Acknowledging these biases may help practitioners to appreciate the female qualities in leadership and decrease the undervaluation of female effectiveness. To create high-performing teams, leaders in high in-group collectivist countries are expected to develop a family feeling in the team by showing their concern for personal issues and build close interpersonal relationships. Researchers should use multiple sources to assess the predictor and criterion variables and also opt for more objective assessment methods for team performance. Originality/value With this study, the authors follow a substantively different perspective compared to the past meta-analytic reviews on this relationship. Rather than testing the inquiry whether there is a relationship between the two variables, the authors specifically focus on the role of contextual moderating variables. Several researchers have acknowledged that contextual considerations are critical in leadership-team performance research. Nevertheless, the body of research remains to be not cohesive. Thus, the study answers a call in the leadership area for a more context-based and cohesive understanding of the effects of leadership on team performance.

Self-efficacy and continuance intention of Web 2.0 platforms: a meta-analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zheshi Bao ◽  
Bo Shang
Keyword(s):  
Web 2.0 ◽  
Self Efficacy ◽  
Meta Analysis ◽  
Continuance Intention ◽  
Content Type ◽  
Moderating Variables ◽  
Quantitative Measurements ◽  
And Gender ◽  
The Relationship

PurposeAlthough many studies show that self-efficacy and continuance intention of Web 2.0 platforms are positively and significant correlated, others reveal some different findings. To clarify this line of research, this study further investigates the effect of self-efficacy on continuance intention and meanwhile examines some moderating variables in this process.Design/methodology/approachA meta-analysis method was employed to examine the literature containing quantitative measurements of both self-efficacy and continuance intention of Web 2.0 platforms. A total of 31 effects sizes (N = 9,084) were reviewed.FindingsThe results indicate medium-sized positive correlation between self-efficacy and continuance intention of Web 2.0 platforms. Further moderation analysis shows that such medium-sized link differed across measures of Web 2.0 platform types, target respondent differences and gender of participants. Specifically, this correlation is largest for transaction-socialization platforms and smallest for experience-socialization platforms. For university-student respondents, the role of self-efficacy in affecting continuance intention is less important than general members of Web 2.0 platforms. Finally, as the percentage of female participants increases, a weaker effect size will be observed.Originality/valueThis study clarifies empirical research regarding users' self-efficacy and their continuance intention. Meanwhile, sources of inter-study variability have been identified by addressing moderator variables in the relationship between self-efficacy and continuance intention of Web 2.0 platforms, which provides directions for future explorations in this area.

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.

Better to be flexible than to have flunked

2015 ◽  
Vol 26 (5) ◽  
pp. 823-843 ◽  
Author(s):  
Chieh-Peng Lin ◽  
Sheng-Wuu Joe ◽  
Shih-Chih Chen ◽  
Huei-Jyuan Wang
Keyword(s):  
Team Performance ◽  
Advanced Technology ◽  
High Tech ◽  
Content Type ◽  
Team Efficacy ◽  
Mediating Role ◽  
Service Staff ◽  
Exogenous Factors ◽  
The Relationship

Purpose – High team performance helps achieve several organizational benefits, such as strengthened competitive advantages, enhanced productivity, and higher profits and market share. For these reasons, the purpose of this paper is to propose a model based on the framework of proactive motivation and the theory of collectivism to analyze the formation of service flexibility and team performance. Design/methodology/approach – To test the hypotheses, this study conducts a survey of service staff in teams from high-tech firms in a well-known industrial zone in Northern Taiwan. These teams provide service for their industrial customers. From the survey, this study confirms the full mediating mechanism of service flexibility among the teams. Findings – The test results reveal that service flexibility fully mediates the relationship between team performance and its exogenous factors. Whereas collectivism negatively moderates the relationship between team efficacy and service flexibility, it does not moderate the relationship between service recovery and service flexibility. Furthermore, collectivism positively moderates the relationship between service flexibility and team performance. Originality/value – This study provides important findings that complement previous literature by examining three fresh antecedents for explaining how team performance is motivated by the mediating role of service flexibility and how some of the study’s model paths are moderated by collectivism. The mediating role of service flexibility indicates that managers can apply service flexibility as a firewall that calibrates a team’s input and output. Managers should encourage the application of agile solutions and advanced technology for facilitating team flexibility, consequently improving team performance.

scholarly journals Self and Other Ratings of Problematic Smartphone Use: The Role of Personality and Relationship Type

2020 ◽  
Author(s):  
Sharon Horwood ◽  
Jeromy Anglim
Keyword(s):  
Big Five ◽  
Self Report ◽  
Relationship Type ◽  
Problematic Smartphone Use ◽  
Self And Other ◽  
Common Method Bias ◽  
Smartphone Use ◽  
Method Bias ◽  
The Relationship

Reliance on self-report to measure problematic smartphone use is a limitation of the extant literature. It is unclear whether self- and other-ratings of problematic smartphone use converge and whether correlations between personality and self-reported problematic smartphone use are distorted by common method bias. The current study provides the first comprehensive assessment of self-other agreement of problematic smartphone use and the relationship between personality and other-rated problematic smartphone use in a large sample of young adults. Focal participants (n = 1073) were Australian university students who completed measures of Big Five (IPIP) and HEXACO (HEXACO PI-R) personality, and problematic smartphone use. One or more people who knew the focal participant well (n = 2445) rated the focal participant's problematic smartphone use. People rated their own smartphone use as more problematic than did others. Self- and other-ratings of problematic smartphone use correlated 0.38. The pattern of self-other and other-other correlations indicated that self-ratings were more accurate than other-ratings. The pattern of high neuroticism and low conscientiousness predicting greater problematic smartphone use was observed for both self- and other-ratings. Findings suggest that self-report measures are reasonably valid, problematic smartphone usage is observable, and the relationship between personality and problematic smartphone use is robust.

Diversity within management levels and organizational performance: employees’ perspective

2019 ◽  
Vol 17 (1) ◽  
pp. 110-130 ◽  
Author(s):  
Subhash C. Kundu ◽  
Archana Mor ◽  
Sandeep Kumar ◽  
Jahanvi Bansal
Keyword(s):  
Organizational Performance ◽  
Employee Perceptions ◽  
Primary Data ◽  
Multiple Sources ◽  
Content Type ◽  
Common Method Bias ◽  
Method Bias ◽  
The Relationship ◽  
Different Levels ◽  
Insight Into

Purpose The purpose of this paper is to investigate the relationship between employees’ perceptions of diversity within management levels (i.e. senior management, middle management and lower management levels) and perceived organizational performance. The study also examines differences in perceptions of diversity within different levels of management across nature and ownership forms of organizations. Design/methodology/approach Primary data were gathered from a sample of 400 employees from 162 organizations of diverse industries operating in India. Statistical techniques like analysis of variance and stepwise multiple regressions were used to analyze the data. Findings Employee perceptions of diversity at the senior, middle and lower management levels of organizations are weakly, most significantly and positively, and negatively related to perceived organizational performance. It has also been found that the perceptions of diversity within different levels of management differ across nature and ownership forms of the organization. Research limitations/implications The study relies on self-reported questionnaires as the method of data collection, which can lead to common-method bias. Hence, further studies can collect data by using multiple sources. In addition, future researchers can employ both subjective and objective measures to fetch results that are more valid. Practical implications To harvest the benefits of diversity, organization should foster positive perceptions among employees toward diversity. Originality/value The study gives new insight into why employees’ perceptions are significant in considering the possible outcomes of diversity.

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.

The role of prosocial and intrinsic motivation in employees’ citizenship behaviour

2015 ◽  
Vol 10 (3) ◽  
pp. 345-365 ◽  
Author(s):  
Jurgita Lazauskaite-Zabielske ◽  
Ieva Urbanaviciute ◽  
Dalia Bagdziuniene
Keyword(s):  
Public Sector ◽  
Intrinsic Motivation ◽  
Organizational Citizenship ◽  
Hierarchical Regression ◽  
Content Type ◽  
Prosocial Motivation ◽  
Common Method Bias ◽  
Correlational Design ◽  
The Relationship

Purpose – The purpose of this paper is to examine the role of prosocial and intrinsic motivation and their interaction in predicting employees’ organizational citizenship behaviour (OCB) and its dimensions. Design/methodology/approach – In total, 884 employees from Lithuanian public sector were surveyed. The hypotheses were tested using hierarchical regression and moderation analyses. Findings – The results revealed that prosocial and intrinsic motivations predicted OCB and its dimensions. Moreover, intrinsic motivation was found to moderate the relationship between prosocial motivation and OCB and four of its dimensions, i.e. intrinsic motivation strengthened the relationship between prosocial motivation and OCB and its dimensions of altruism, courtesy, conscientiousness, and initiative. Research limitations/implications – The correlational design of the study does not allow making causal statements. In addition, the sample consisted of public sector employees only; therefore, caution should be made when applying the results to private sector employees. Finally, since all measures were self-reported, the data may suffer from common method bias. Originality/value – This study contributes to investigation of motivational antecedents of OCB by revealing the importance of prosocial and intrinsic motivation in predicting employees’ citizenship behaviour.

scholarly journals Trust and performance in business teams: a meta-analysis

2020 ◽  
Vol 26 (5/6) ◽  
pp. 287-300 ◽  
Author(s):  
Amy M. Morrissette ◽  
Jennifer L. Kisamore
Keyword(s):  
Team Performance ◽  
Meta Analysis ◽  
Performance Criteria ◽  
Team Size ◽  
Criterion Measure ◽  
Cross Sectional ◽  
Content Type ◽  
And Performance ◽  
The Relationship ◽  
Team Trust

Purpose The purpose of this study is two-fold. First, the nature of the relationship between team trust and team performance in the business context is determined. Second, both team design (team size and team type) and methodological moderators (source of criterion measure and study date) of the relationship are assessed. Design/methodology/approach A random-effects meta-analysis was performed on published and unpublished empirical studies. Subgroup moderator analyses were conducted using Cochran’s Q. Continuous moderator analyses were conducted using meta-regression. Findings Data from 55 independent studies (3,671 teams) were pooled. Results indicated a large, positive relationship between team trust and team performance in real business teams. Further analyses indicated that the relationship was significantly moderated by business team type, team size and source of criterion measure. Research limitations/implications Results indicate that different team types, sizes and performance criteria should not be treated as equivalent. Results are based on cross-sectional research and can only be generalized to business teams. Practical implications Managers should be attentive to trust issues in work teams, as they may portend future performance problems or mirror other organizational issues that affect team performance. Team function and size predict how team trust is related to team performance. Originality/value The present study answers a call by Costa et al. (2018) for additional investigation of moderators of the trust-performance relationship in teams using a quantitative review of studies.

Debt–performance relationship and firms' international trade activities

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rosa Forte ◽  
Andreia Botelho
Keyword(s):  
International Trade ◽  
Random Effects ◽  
Design Methodology ◽  
Positive Impact ◽  
Manufacturing Firms ◽  
Random Effects Model ◽  
Content Type ◽  
International Engagement ◽  
The Impact ◽  
The Relationship

PurposeThis study examines the influence of firm's international trade activities on the relationship between debt and firm's performance.Design/methodology/approachThis study is based on a sample of 8,343 Portuguese manufacturing firms between 2010 and 2017 and resorts to a random effects model.FindingsResults suggest that international engagement can have a moderating effect on the relationship between debt and a company's performance. In fact, results indicate that the impact of debt on performance is less negative for companies involved in international trade activities (either importing, exporting or both) than for purely domestic firms. Furthermore, results also suggest that the level of international involvement is relevant; importing activities are those that contribute most toward a positive impact.Originality/valueThe work extends the existing literature by considering various types of international trade activities.

Burning hearts in conflict

2017 ◽  
Vol 28 (1) ◽  
pp. 50-73 ◽  
Author(s):  
Kjell B. Hjerto ◽  
Bård Kuvaas
Keyword(s):  
Job Satisfaction ◽  
Team Performance ◽  
Team Effectiveness ◽  
Cognitive Task ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Content Type ◽  
Intragroup Conflict ◽  
The Relationship

Purpose The purpose of this study is to investigate the relationships between three conflict types, cognitive task conflict, emotional relationship conflict and emotional task conflict, and team effectiveness (team performance and team job satisfaction). Design/methodology/approach The authors conducted a group-level ordinary least square regression analysis of 61 working teams to investigate the study variables, and possible interaction effects among them. In an auxiliary analysis (36 teams), they analyzed the role of mood dimensions (hedonic valence and general conflict activation) as mediators to the relationship between cognitive task conflict and team effectiveness. Findings Cognitive task conflict was negatively related to team performance, emotional relationship conflict was negatively related to team job satisfaction and emotional task conflict was positively related to team performance, all controlled for the effect of each other. The relationship between cognitive task conflict and team job satisfaction was negatively moderated by team size. Mood valence mediated the relationship between cognitive task conflict and team performance, and between cognitive task conflict and team job satisfaction. Research limitations/implications Several possible research lines emanate from the current field study. First of all, the authors suggest that emotional task conflict may be of particular interest, as this is hypothesized and found to be incrementally positively related to team performance. Second, their auxiliary study of the mediating effect of mood valence on the relationship between cognitive task conflict and performance may spur curiosity concerning the role of mood as a mediator of the relationship between task or cognitive conflicts and team effectiveness. Practical implications The practitioner should be advised to try to facilitate the distribution of intragroup conflict in their teams in the direction of an increased level of emotional task conflict (positive for performance) at the expense of cognitive task conflict (negative for performance) and emotional relationship conflict (negative for satisfaction). The practitioner should allow intragroup conflicts to be highly activated (intense), as long as the interactions are strictly directed to the task in hand, and not being personal. In addition, a positive mood in teams may significantly strengthen the team's resilience against adverse consequences of conflicts. Originality/value The three conflict types in this three-dimensional intragroup conflict model (3IC) have never been tested before, and the findings open for a conflict type – emotional task conflict – that may generally be conducive for the teams’ performance, evaluated by the teams’ supervisors. This is a conflict type where people simultaneously are emotional and yet task oriented. To the authors’ knowledge, this is a novelty, and they hope that it may encourage further research on this conflict type.

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