Team Composition, Distributed Leadership, and Performance: It’s Good to Share

2017 ◽  
Vol 24 (4) ◽  
pp. 507-518 ◽  
Author(s):  
Joy H. Karriker ◽  
Laura T. Madden ◽  
Leah A. Katell

The contemporary work environment encourages new models of leadership that support influential behavior across teams. Leadership shared in this way improves team effectiveness and performance and is of interest to both scholars and practitioners. We examine shared leadership influences in the presence of other characteristics that distinguish teams, namely, team size and sex diversity. Using hierarchical multiple regression tests on information gathered from 241 teams during a strategy simulation exercise, we find evidence of a positive relationship between shared leadership and performance over and above the influence of team size and sex diversity. Additionally, we dimensionalize performance to examine impacts of team characteristics on different desirable outcomes and find that team size has a positive relationship with financial performance but a negative relationship with strategic performance. Theoretical and practical implications of these findings are discussed.

2016 ◽  
Vol 44 (3) ◽  
pp. 509-517 ◽  
Author(s):  
Yanhan Zhu

The 2 types of exchange relationship perceptions—social exchange relationship perceptions (SERPs) and economic exchange relationship perceptions (EERPs)—constitute the primary concept for understanding individual behavior in the workplace. Using a sample of 581 employees from Mainland China, I explored the effects of SERPs and EERPs on employee extrarole behavior (ERB), as well as the moderating effect of organization-based self-esteem (OBSE) on the relationships between SERPs and ERB, and between EERPs and ERB. The results revealed a significant positive relationship between SERPs and ERB, a significant negative relationship between EERPs and ERB, and a significant moderating effect for OBSE. Theoretical and practical implications of these findings are discussed.


2020 ◽  
Vol 24 (1) ◽  
pp. 1
Author(s):  
Rahmat Hidayat, Farah Margaretha Leon

This study aims to analyze the green CSR  of innovation performance  with firms approval variables  and public visibility   can support moderating the relationship of green CSR  and innovation. The research sample was 33 manufacturing companies. The results showed that the  green CSR has a positive and significant effect on innovation . Also, the company approval variable has been proven to moderate the direction of a positive relationship between green CSR and innovation . The results also prove that public visibility is proven to moderate the direction of the negative relationship between green CSR and performance. This study provide information that shows great concern for the environment; it will increase the company in making changes through innovation activities. Also, the higher the company's approval and public visibility, the company will get support from various stakeholders to run the firms. The level of company concern for CSR activities will be a misjudgment for investors.


2012 ◽  
Vol 11 (1) ◽  
pp. 191-221 ◽  
Author(s):  
Victoria Krivogorsky ◽  
F. Greg Burton

ABSTRACT We examine dominant ownership in Continental European firms to further refine the distinction between the ability to control and actual control and whether a particular distinct shareholder ownership type is associated with company performance. In addition, we empirically test whether the economic performance of the firms from different countries is consistently affected by the nature of the company's dominant owner. After disaggregating the overall sample by specific ownership type and by country, we find a positive relationship between dominant ownership and performance for firms in which banks and families/individuals are the dominant owners and a negative relationship when corporations are the dominant owners. Additional analysis discloses an even more complicated picture, suggesting that countries are not homogenous in terms of their ownership landscapes and, hence, their effects on performance.


2015 ◽  
Vol 53 (10) ◽  
pp. 2339-2355 ◽  
Author(s):  
Dan Marlin ◽  
Scott W Geiger

Purpose – The purpose of this paper is to contribute to the organizational literature and improve the understanding of the slack and performance link by: examining the slack and performance relationship using a configurational approach and by considering equifinality and its possible effects on this relationship. Design/methodology/approach – Using cluster analysis, ANCOVA, and means comparisons this study identifies different configurations of slack and their associated performance implications. Findings – The results show that configurations with higher levels of slack outperform those with lower levels of slack suggesting a positive relationship between slack and firm performance. The findings also demonstrate that alternative configurations of slack can result in similar levels of performance suggesting the existence of equifinality in this relationship. Research limitations/implications – This study contributes to prior research by moving beyond traditional linear and contingency views of slack and considering a configurational approach. An important contribution of this study is that while level of slack may be important it appears that how the various types of slack are bundled also serves as an important factor in firm outcomes and should be examined by future researchers. Practical implications – The results indicate that managerial attention should be paid to not only identifying appropriate levels and types of slack for the organization but also to appropriate ways to bundle theses resources. Originality/value – This study provides an important contribution to the literature by determining if certain slack bundles result in higher levels of performance and if there are multiple ways of bundling slack resources that result in similar performance outcomes.


PeerJ ◽  
2021 ◽  
Vol 9 ◽  
pp. e11265
Author(s):  
M. Todd Allen

Background Individuals differ in how they react to stress or trauma through different coping styles in which they may deal directly with a stressor by adopting approach coping styles or disengage with a stressor by utilizing avoidant coping styles. Avoidant coping styles have been linked to adverse outcomes including psychological distress, anxiety disorders, and post-traumatic stress disorder (PTSD). Recently, avoidance coping styles as measured by a subset of items on the Brief COPE were found to have a weak positive relationship with performance on a computer-based avatar task which is related to avoidant personality temperaments. This avatar task was developed as an alternative for paper and pencil self-report inventories for measuring avoidant tendencies based on possible response biases of avoidant individuals. In the current study, avoidance and approach coping styles as measured by the Brief Approach/Avoidance Coping Questionnaire (BACQ) were compared to avoidant coping as measured by the Brief COPE and performance on the avatar task. In addition to approach and avoidance coping, the BACQ also measures active avoidance coping (i.e., diversion) and passive avoidance coping (i.e., resignation and withdrawal). The relationships between approach and avoidance coping and performance on the avatar task were also analyzed with the outcome of perceived stress as measured by the Perceived Stress Scale (PSS). Methods One hundred undergraduates voluntarily completed the BACQ, the Brief COPE, and the PSS. Participants also completed a computer-based task in which they guided an avatar through a series of social situations where they indicated how they would interact with or avoid interacting with strangers. Results Approach coping had a weak negative relationship to avoidance coping as measured by the BACQ and the Brief COPE. Performance on the avatar task had a moderate positive relationship with avoidance coping (diversion as well as resignation and withdrawal) as measured by the BACQ and a moderate negative relationship with approach coping as measured by the BACQ. A model including only approach, diversion, and resignation and withdrawal coping best predicted performance on the avatar task in a linear regression model. While resignation and withdrawal coping and diversion coping had moderate positive relationships to avatar task scores, only resignation and withdrawal had a strong positive relationship to perceived stress. A model than included only resignation and withdrawal coping best predicted perceived stress in a linear regression model. Overall, passive avoidant coping styles (i.e., resignation and withdrawal), but not active avoidant coping style (i.e., diversion), were related to perceived stress. These results support the continued study of multiple aspects of avoidant coping styles as well as the avatar task to increase our understanding of the maladaptive effects of excessive avoidance in the face of stress.


2020 ◽  
Vol 19 (1) ◽  
pp. 33-43
Author(s):  
Roy B. L. Sijbom ◽  
Bernd Carette ◽  
Nicoletta G. Dimitrova

Abstract. This study seeks to advance theory on the motivational underpinnings of striving for challenge. We propose and empirically demonstrate that challenging job experiences can be meaningfully subdivided into private challenging job experiences (private challenges) and public challenging job experiences (public challenges). Drawing on achievement goal theory, in a two-wave field study among 226 employees (Study 1) and a multi-source field study among 326 employees (Study 2), we found initial evidence regarding differential effects of employees' mastery-approach goals and performance-approach goals in relation to private challenges and public challenges. Furthermore, Study 2 showed a negative relationship between performance-approach goals and supervisor-rated in-role job performance when public challenges were low. Theoretical and practical implications of these findings are discussed.


2018 ◽  
Vol 25 (04) ◽  
pp. 572-590
Author(s):  
Domenico Berdicchia ◽  
Giovanni Masino

AbstractThe purpose of this paper is to examine whether different supervisory styles are relevant in facilitating or inhibiting job crafting, and whether job crafting plays a significant role in promoting self-competence and work performance. Data were gathered from 162 employees in a large manufacturing company. We found a positive relationship between promotive control and job crafting, and a negative relationship between restrictive control and job crafting. Some job crafting behaviors positively affect both self-competence and performance, while others have a negative effect. Our results suggest that organizations interested in promoting job crafting should encourage a promotive style of leadership.


2019 ◽  
Vol 47 (3) ◽  
pp. 1-14
Author(s):  
Ruxin Wu ◽  
Shuyuan Ming ◽  
Fei Huang

We explored the effects of guanxi prevalence and guanxi practices on 3 types of unethical work behavior (UWB), proposing that job satisfaction would mediate the relationship between guanxi in the workplace and employees' UWB. Data were collected from 379 employees working for companies in China. Results of hierarchical regression analysis revealed that guanxi prevalence had a positive relationship with property-related UWB and conventional and minor (ordinary) UWB, such as doing personal business in company time. Guanxi practices had a significant positive relationship with violation of laws and regulations, property-related UWB, and ordinary UWB. Both guanxi prevalence and guanxi practices had a significantly negative relationship with job satisfaction, and job satisfaction had a significant negative correlation with violation of laws and regulations, property-related UWB, and ordinary UWB. Job satisfaction partially mediated the relationship between guanxi prevalence and ordinary UWB. The theoretical and practical implications of these findings are discussed.


2017 ◽  
Vol 66 (8) ◽  
pp. 1020-1042 ◽  
Author(s):  
Marina D’Agostini ◽  
Vilmar Antonio Gonçalves Tondolo ◽  
Maria Emília Camargo ◽  
Angela Isabel dos Santos Dullius ◽  
Rosana da Rosa Portella Tondolo ◽  
...  

Purpose The purpose of this paper is to examine the relationship between sustainable operations practices (SOP) and performance. Design/methodology/approach This study was conducted through a systematic literature review followed by a meta-analysis of correlations. Findings In the results, 14 of the relationships examined showed a positive relationship and 12 the presence of moderators. The study findings indicate that contingency affects the relationship between SOPs and performance. Research limitations/implications The research presented in this paper is mainly limited to databases that were searched. Among the quantitative articles selected from the databases, many did not have the data needed to conduct the meta-analysis, which may have limited the results of this study. Practical implications Using the results of this study, practitioners can become aware of to the occurrence of moderating factors in the relationships, which can range from interference from other practices and variables to characteristics of the organization itself or the market in which organizations operate. Originality/value This study uses a multidimensional approach for both SOP and performance. This approach allowed a more complete and comprehensive result, showing how these SOPs influence the different categories of performance, expanding the understanding of the relationship between practices and performance.


2015 ◽  
Vol 12 (3) ◽  
pp. 233-241 ◽  
Author(s):  
Sandisiwe Zondi ◽  
Mabutho Sibanda

This paper investigates if there is a relationship between managerial ownership and firm performance in selected firms listed on the JSE, and if so, what that relationship is. The study conducts regression analyses over a sample of 23 retail sector firms, observing data stretching from 2010 to 2013. The results are found to be robust. The results suggest that the hypothesis that a positive relationship exists between managerial ownership and performance be rejected as a negative relationship is found. Instead, the results of a two-stage least squares (2SLS) analysis find that managerial ownership does not impact firm performance in any direction. Overall the results of the study do not support the agency theory, as aligning the interests of managers and shareholders does not improve firm performance, at least within the retail sector


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