Achievement motivation diversity and entrepreneurial team performance: the mediating role of cohesion

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.

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Transformational Leadership Versus Shared Leadership for Team Effectiveness

Asian Academy of Management Journal ◽

10.21315/aamj2021.26.2.7 ◽

2021 ◽

Author(s):

Thi Bich Hanh Tran ◽

Anh Dung Vu

Keyword(s):

Transformational Leadership ◽

Team Performance ◽

Shared Leadership ◽

Team Effectiveness ◽

Mediating Role ◽

Performance Quality ◽

Team Viability ◽

Team Experience

This study aims at investigating the effect of transformational leadership and shared leadership on dimensions of team effectiveness and the mediating role of teamwork orientation. The data were collected from members of working teams in companies of different fields in Vietnam. The results show that both transformational leadership and shared leadership are significantly associated to team effectiveness including team performance, quality of team experience, and team viability. The effects of transformational leadership are more robust compared to those of shared leadership while both leadership styles are dramatically relevant to team viability. In addition, teamwork orientation serves as a significant partial mediator in the relationship between transformational leadership, shared leadership, and dimensions of team effectiveness. The study is an early research in evaluating the effect of transformational leadership and shared leadership on three dimensions of team effectiveness, namely team performance, quality of team experience, and team viability. It is also the very first to explore the mediating role of teamwork orientation in the effect of leadership approaches on components of team effectiveness. The study offers interesting empirical evidence of an under-researched Asian emerging economy – Vietnam – so providing practical implications for companies in Vietnamese context in particular and similar Asian economies.

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Linking Identity Leadership and Team Performance: The Role of Group-Based Pride and Leader Political Skill

Frontiers in Psychology ◽

10.3389/fpsyg.2021.676945 ◽

2021 ◽

Vol 12 ◽

Author(s):

Liang Hou ◽

Lynda Jiwen Song ◽

Guoyang Zheng ◽

Bei Lyu

Keyword(s):

Team Performance ◽

Empirical Studies ◽

Political Skill ◽

Future Research ◽

Global Identity ◽

Mediating Role ◽

Shared Identity ◽

Future Research Directions ◽

Recent Trends

Recent trends in the leadership literature have promoted a social identity approach of leadership that views leadership as the process of representing, advancing, creating, and embedding a sense of shared identity within a group. However, a few empirical studies explore how and when global identity leadership affects team performance at the workplace. To address this lacuna, we used multi-source and two-wave data among 81 teams to explore the role of group-based pride and leader political skill in the association between identity leadership and team performance. The results suggest that identity leadership positively predicts team performance through a mediating role of group-based pride. Furthermore, leader political skill moderates the indirect effect of group-based pride such that the effect is stronger when leader political skill is high rather than low. Finally, several theoretical and practical implications of this study are discussed, and future research directions are also suggested.

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The Influence of College Students’ Psychological Capital on Career Interests —The Mediating Role of Achievement Motivation

Psychology of China ◽

10.35534/pc.0309119 ◽

2021 ◽

Vol 3 (9) ◽

pp. 1040-1047

Author(s):

Zheng Wenjiao ◽

Li Wanbing

Keyword(s):

College Students ◽

Achievement Motivation ◽

Psychological Capital ◽

Career Interests ◽

Mediating Role

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Counterproductive behaviors

Team Performance Management ◽

10.1108/tpm-05-2013-0014 ◽

2014 ◽

Vol 20 (5/6) ◽

pp. 202-220 ◽

Cited By ~ 7

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.

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