scholarly journals Shared and Vertical Leadership: Relationship among Team Satisfaction, Team Commitment, and Team Performance in Hospital Nurses

2021 ◽  
Vol 27 (2) ◽  
pp. 84
Author(s):  
Sang-Won Seok ◽  
Mi-Aie Lee
Author(s):  
Charlie C. Chen ◽  
Albert L. Harris ◽  
Jimpo Wu

Debate abounds over whether a virtual team is an effective substitute for traditional face-to-face team and can sustain itself. Drawing upon literature on leadership, trust, computer-mediated communication, and teams, the authors propose a theoretical model of online learning team effectiveness. A quasi-experiment was conducted to empirically test the impact of team trust, propensity to trust, leadership effectiveness, and communication frequency on the effectiveness of virtual learning teams and team satisfaction and performance. The results support the majority of the authors’ hypotheses. Trust serves as a mediating role in the relationship between leadership effectiveness and team satisfaction and team performance. Practical implications and future trends are discussed at the end of the chapter.


2018 ◽  
Vol 7 (2.29) ◽  
pp. 642
Author(s):  
Shawqi Mohammed Hussein ◽  
Salwani Mohd Daud ◽  
Teddy Mantoro ◽  
Sya Azmeela Shariff ◽  
Mahmudul Hasan

Team effectiveness depends on the performance of each team member. Success or failure of a team highly relies on the interaction level of all members. Effective teamwork is a critical learning outcome for engineering students and it is one of the most desired skill required by employers. All engineering graduates must have the ability to function in multidisciplinary teams. Prior studies had also found that, many Malaysian employers agreed that the lack of team working skill among the Malaysian graduates would risk the survival of an organisation and in result developing low-level interpersonal skills which is equally necessary for working effectively in a team. However, in the engineering education literature most of the previous studies have focused on the area of professional environments. A very few studies were conducted in the context of educational environments to identify the factors that affect the team effectiveness in higher education. Moreover several internal and external factors also influence the outcomes of student teamwork and not every group is effective in their objectives and numerous groups fail. Therefore, this study is designed to identify the underlying factors that help students to develop their teamwork skill, thus improving team effectiveness. Hence, upon analysing the articles found in this study, nine (factors were identified to have more impacts towards team effectiveness, which were (1) team communication, (2) trust, (3) team cohesion, (4) team leadership, (5) team coordination and cooperation, (6) team commitment, (7) team performance, (8) team satisfaction, and (9) task interdependence. In addition, after comparing several models and theories, a conceptual model that demonstrates relationships among the identified factors was proposed. It asserted team performance and team satisfaction as the predictors of team effectiveness.  


2014 ◽  
Vol 4 (1) ◽  
pp. 11-28 ◽  
Author(s):  
Yasser A. El-Kassrawy

Given the important role of information technology, virtuality has become crucial issue in contemporary organizations. Virtual teams are comprised of members who are located in more than one physical location. They need to be effectively collaborating to harness their full performance capabilities in order to compete in the highly competitive environments. However, virtual team effectiveness is affected by determinants of trust which include three types; personality, cognitive and institutional-based trust. Therefore, this paper examines the impact of trust determinants on virtual team effectiveness represented in virtual team satisfaction and performance. Through a survey of 125 virtual team members who had experienced at least two years in this field, the results indicated that determinants of trust positively influence virtual team satisfaction and virtual team performance. The authors' structural equations modeling findings also support our hypothetical predictions that personality- based trust, cognitive- based trust and institutional- based trust have a dramatic impact on both of virtual team satisfaction and virtual team performance. Moreover, institutional- based trust is the uppermost driver of virtual team effectiveness. This study provides novel insights into virtual team behaviours, managerial and research implications for effective virtual team.


2018 ◽  
Vol 13 (6) ◽  
pp. 883-890 ◽  
Author(s):  
I-Wei Shang ◽  
Gordon Chih-Ming Ku

The purpose of this study was to identify how youth athletes’ perceptions of coach leadership behavior, team cohesion, and team commitment influenced team satisfaction. Purposive sampling was used to select athletes from 77 athletic teams at 27 middle schools in Hualien County, Taiwan. Five-hundred questionnaires were distributed to students and 403 questionnaires were collected, representing an effective response rate of 80.6%. Descriptive analysis and hierarchical regression analysis were utilized to analyze the data. Results indicated that emotional commitment, coach training, and instructional behavior increased the team satisfaction for both elite and non-elite youth athletes. Moreover, the team satisfaction of elite youth athletes increased with camaraderie whereas that of non-elite youth athletes increased with positive feedback from coaches. We recommend that governments and school administrators conduct coaching workshops to improve instructional behavior.


2018 ◽  
Vol 54 (2) ◽  
pp. 140-170 ◽  
Author(s):  
Katrien Fransen ◽  
Ellen Delvaux ◽  
Batja Mesquita ◽  
Stef Van Puyenbroeck

The importance of high-quality leadership for team effectiveness is widely recognized, with recent viewpoints arguing shared leadership to be a more powerful predictor than vertical leadership. To identify changes in leadership structures over time, we longitudinally tracked the leadership structure of 27 newly formed teams ( N = 195), all having an initial structure of vertical leadership. Our findings demonstrated that the average team leadership strengthened over the course of the 24-week project and leadership tended to become more distributed among team members. Regarding the antecedents of these changes, we found evidence that the more team members are perceived as warm or competent, the higher their perceived influence. Finally, examining the consequences of these changes, the leadership structure was found to be related with team performance in that teams with higher average leadership perceptions performed better. These findings underpin the importance of shared leadership, thereby suggesting leaders to empower their team members.


Author(s):  
Kyusan Kang ◽  
Jinkook Tak

The purpose of this study was to examine the relationship between team members' competitiveness, team commitment and team satisfaction, and also mediating roles of relationship conflict on the relationship between competitiveness and team commitment and satisfaction. Data were gathered from 285 employees. Results of correlational analyses showed that team members' competitiveness was significantly related to both team commitment and team satisfaction. Second, team members' relationship conflict fully mediated the relationship between team members' competitiveness and team commitment and partially mediated the relationship between competitiveness and team satisfaction. Third, verbal aggression and leader's consideration moderated the relationships between team members' competitiveness and relationship conflict. Finally, the implications and limitations of this study and the direction for future research were discussed.


Sign in / Sign up

Export Citation Format

Share Document