scholarly journals The Impact of Group Diversity and Kunja Leadership on Group Performance

2012 ◽  
Vol 25 (1) ◽  
pp. 27-58
Author(s):  
SuYoung Ryu
Keyword(s):  
Group Performance ◽  
Team Leader ◽  
Executive Directors ◽  
Team Members ◽  
Moral Virtues ◽  
Confucian Values ◽  
Western Values ◽  
Group Diversity ◽  
The Impact ◽  
The Relationship

This article studied the impact of group diversity and kunja leadership on group performance and studied the moderating effect of kunja leadership on the relationship between group diversity and group performance from a social capital perspective. Group diversity was evaluated in terms of demographic, job-related, and values-based measures. Demographic diversity was measured by the degree of variability in age and gender within a team. Job-related diversity was measured by the degree of variability within a team in education levels, positions, types of jobs and team members' tenure worked with current team leader. Value diversity was measured by the degree of separation in both Confucian values and in Western values found within a team. Specially, the Confucian values were measured in Ryu(2007)' Korean Confucian values, while the level of Western values using the Rokeach Value Survey. Kunja leadership refers to a team leader exhibiting moral virtues of a kunja-an ideal person in Confucian society. Group performance was evaluated by the company's executive directors. Data were collected from 288 team members, 66 team leaders and 12 executive directors in 66 teams of 10 Korean corporations. The results were as follows: Of the control variables, group size and the degree of group formalization were positively related to group performance, while a leader's tenure was negatively related to group performance. Of the independent variables, team members' tenure diversity, Western values diversity, and kunja leadership were positively related to group performance. In addition, the facets of kunja leadership of humanity, righteousness, courtesy, wisdom, and trustworthiness were positively related to group performance, with courtesy having the most positive relationship. Kunja Leadership was found to positively moderate the relationship between diversity in educational levels and group performance, and to positively moderate the relationship between diversity in Confucian values and group performance. However, kunja leadership negatively moderated the relationship between diversity in Western values and group performance.

scholarly journals Seems Fair to Me: Dyadic Leader Consensus Mediates Fairness and Group Performance

2017 ◽  
Vol 49 (2) ◽  
pp. 195-225 ◽  
Author(s):  
Dritjon Gruda ◽  
Jim McCleskey ◽  
Raul Berrios
Keyword(s):  
Shared Leadership ◽  
Group Performance ◽  
Round Robin ◽  
Team Leader ◽  
Leadership Theory ◽  
Social Consensus ◽  
Team Members ◽  
Perceptions Of Leadership ◽  
The Relationship ◽  
Do So

Drawing on both relational and shared leadership theory and utilizing social consensus, we examine the relationship between percieved leader fairness, leader consensus (LC), and group performance. We do so by conceptualizing LC as a new way of hypothesizing and examining shared leadership. LC derives from mutual dyadic perceptions of all members in a team. First, we examine perceptions of leader fairness as a possible antecedent of LC. Second, we investigate the mediational effect of dyadic perceptions of leadership (i.e., LC predicts group performance). In two multisource studies using a round-robin design, we demonstrate that when team members reach a clear consensus about their team leader, perceived leader fairness was positively associated with LC. Furthermore, teams who perceived their leaders as fair exhibited higher group performance.

THE IMPACT OF LEADERSHIP PRACTICES TO TEAM MEMBERS’ SATISFACTION

2009 ◽  
Vol 8 (1) ◽  
Author(s):  
Chalimah .
Keyword(s):  
Conflict Resolution ◽  
Leadership Practices ◽  
Hotel Industry ◽  
Leader Behavior ◽  
Team Leader ◽  
Shop Floor ◽  
Team Members ◽  
Top Executives ◽  
Wide Range ◽  
The Impact

eamwork is becoming increasingly important to wide range of operations. It applies to all levels of the company. It is just as important for top executives as it is to middle management, supervisors and shop floor workers. Poor teamwork at any level or between levels can seriously damage organizational effectiveness. The focus of this paper was therefore to examine whether leadership practices consist of team leader behavior, conflict resolution style and openness in communication significantly influenced the team member’s satisfaction in hotel industry. Result indicates that team leader behavior and the conflict resolution style significantly influenced team member satisfaction. It was surprising that openness in communication did not affect significantly to the team members’ satisfaction.

scholarly journals The Relationship between Team Hometown Diversity and Team Creativity: From the Chinese Perspective

2018 ◽  
Vol 10 (10) ◽  
pp. 3458
Author(s):  
Jingli Li ◽  
Min Zhao ◽  
Guanjun Xia ◽  
Chao Liu
Keyword(s):  
Information Exchange ◽  
Mediation Effect ◽  
Team Leaders ◽  
Team Creativity ◽  
Team Members ◽  
Chinese Perspective ◽  
New Perspective ◽  
The Impact ◽  
The Relationship

Since no specialized work has researched the relationship between team members’ hometown diversity (team hometown diversity) and team creativity, we investigated their underlying relationship by conducting a two-wave survey from 304 employees in 54 teams and 54 team leaders from 17 companies. The results proved that team hometown diversity was negatively related to both team information exchange and team creativity, while team information exchange was significantly positively associated with team creativity and the mediation effect of team information exchange between team hometown diversity and team creativity was verified. The moderation role of team identification in the relationship between team hometown diversity and team information exchange as well as the moderation function of team conformity on the relationship between team information exchange and team creativity were both verified. This work made at least four contributions. Firstly, it was among the first to research the impact of team hometown diversity on team creativity, which supplemented the gap and provided a new perspective for exploration of team creativity in future. Secondly, we adopted a two-wave design to check the dynamic impact of earlier team information exchange and team conformity on team creativity afterwards, which can be replicated for future studies. Thirdly, by using supervisor and subordinate ratings together and conducting electronic and paper surveys together, the results were more persuasive. Finally, we included a large dataset from a broad range of companies, which maximized the variables and generated our results. The implications and limitations were also illustrated.

Ethical leadership and employee task performance: examining moderated mediation process

2017 ◽  
Vol 55 (7) ◽  
pp. 1506-1520 ◽  
Author(s):  
Qi Yang ◽  
Hua Wei
Keyword(s):  
Task Performance ◽  
Ethical Leadership ◽  
Organizational Identification ◽  
Proactive Personality ◽  
Mediation Process ◽  
Content Type ◽  
Team Members ◽  
Performance Examining ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the impact of ethical leadership on employee task performance, specifically the mechanisms through which ethical leadership impacts employee task performance and the moderating role of employee proactive personality. Social identity, social learning, and self-concordance theory were used to explain the way ethical leadership affects employee task performance, and provided another way to understand this relationship. Design/methodology/approach The authors collected survey-based dyadic data from middle management team members and subordinates in Chinese companies. Multiple regression analysis was used to test the research hypotheses. Findings The empirical findings indicate that ethical leadership positively influences employee task performance. Organizational identification (OID) mediates the relationship between ethical leadership and employee task performance. Furthermore, the relationship between ethical leadership and employee task performance via OID is moderated by employee proactive personality. Originality/value Employee task performance is critical for a firm’s competitive advantage. This paper adds to knowledge about the relationship between ethical leadership and employee task performance and contributes to effective management.

The impact of depression in cancer patients on healthcare utilization.

2019 ◽  
Vol 37 (27_suppl) ◽  
pp. 243-243
Author(s):  
Star Ye ◽  
Aidan Gilbert ◽  
Chao-Hui Huang ◽  
Gabrielle Betty Rocque
Keyword(s):  
Cancer Patients ◽  
Healthcare Utilization ◽  
Group Performance ◽  
Severe Depression ◽  
Cancer Type ◽  
Medicare Patient ◽  
Patient Reported ◽  
Ed Visits ◽  
The Impact ◽  
The Relationship

243 Background: The Oncology Care Model (OCM) has set several initiatives to improve payment and care delivery in the Medicare patient population, including screening for depression in cancer patients. We evaluated the prevalence of depression in OCM patients and the relationship between depression and healthcare utilization. Methods: This cross-sectional study used patient-reported outcome (PRO) surveys administered in the outpatient setting as part of OCM at the University of Alabama at Birmingham (UAB). Depression scores and Eastern Cooperative Oncology Group performance status were obtained from PRO surveys. Moderate to severe depression was defined as a score ≥10 on the Patient Health Questionnaire 2/9 (PHQ-2/9). Sex, marital status, phase of care, race, disease aggressiveness (stage, progression, cancer type), number of emergency department (ED) visits and inpatient admissions within a 3-month period from survey completion were abstracted from the electronic health record. The relationship between depression and hospital visits was assessed using rate ratios and 95% confidence limits from Poisson regression models adjusting for clinical and demographic characteristics. Results: Of 856 patients surveyed, 68% of patients were female, and 27% of patients were non-Caucasian. Notably, almost 14% of patients had moderate to severe depression (PHQ-2/9≥10). The cancer-specific prevalence of at least moderate depression was 2% in breast, 1% in gastrointestinal, 2% in genitourinary, 5% in gynecologic, and 2% in hematologic cancers. In adjusted models, the inpatient admission and ED visit rate in the 3 months following PRO survey completion did not differ by depression category (RR: 1.22; CI: 0.93-1.61). Conclusions: Over 13% of cancer patients report clinically significant depression during routine screening, which highlights the continued need for outpatient counseling and behavioral services. Although rates of inpatient admissions and ED visits were not impacted by the presence of depression, further analysis is needed to evaluate the impact of treating depression on healthcare utilization over time.

Envy climate and group performance in full-service hotels: the roles of intragroup relationship conflict and competitive climate

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wen Wu ◽  
Dan Ni ◽  
Shaoxue Wu ◽  
Lu Lu ◽  
Xijing Zhang ◽  
...  
Keyword(s):  
Group Performance ◽  
Relationship Conflict ◽  
Content Type ◽  
Team Members ◽  
Individual Level ◽  
Functional Perspective ◽  
Group Members ◽  
The Individual ◽  
The Relationship ◽  
Practical Implications

Purpose The extant literature mainly focuses on the antecedents and outcomes of envy at the individual level. Workgroups have become ideal units for research on envy given the ubiquitous teamwork in organizations. This study aims to examine whether, how and when envy climate can influence group performance. Design/methodology/approach The authors analyzed data collected in three waves from a sample of 72 groups with 475 team members in full-service hotels in China. Findings Envy climate was negatively associated with group performance via intragroup relationship conflict. Furthermore, competitive climate moderated the effect of envy climate on intragroup relationship conflict and the indirect effect of envy climate on group performance through intragroup relationship conflict. Practical implications The present research offers organizations valuable insights into how to minimize the climate of envy and competition within a group and relieve the relationship conflict that may damage group performance. Originality/value Drawing on a social functional perspective of emotions, this study enriches the envy research by conceptualizing envy climate as a collective perception and clarifying its effect on group performance. The authors extend the understanding of envy climate by showing how a climate of envy embedded in a group influences group performance and also explain when group members may be more likely to act in a destructive way to respond to such a climate.

scholarly journals The impact of negative mood on team performance

2006 ◽  
Vol 12 (2) ◽  
pp. 131-145 ◽  
Author(s):  
Peter J Jordan ◽  
Sandra A Lawrence ◽  
Ashlea C Troth
Keyword(s):  
Team Performance ◽  
Detrimental Effect ◽  
Negative Mood ◽  
Poor Performance ◽  
Theory And Practice ◽  
Team Processes ◽  
Team Members ◽  
Team Conflict ◽  
The Impact ◽  
The Relationship

ABSTRACTAlthough organisations often implement team-based structures to improve performance, such restructuring does not automatically ameliorate poor performance. The study in this article explores the relationship between team members' negative mood and team processes (social cohesion, workload sharing, team conflict) to determine if negative mood has a detrimental effect on team performance via team processes. Two hundred and forty one participants completed surveys and were involved in an independently rated performance task that was completed over eight weeks. Negative mood was found to influence team processes and as a consequence, team performance. The results, however, were not uniformly negative. Implications for theory and practice are discussed.

scholarly journals Transformational leadership as a moderator of the relationship between psychological safety and learning behaviour in work teams in Ghana

2013 ◽  
Vol 39 (1) ◽  
Author(s):  
Stephen K. Kumako ◽  
Maxwell A. Asumeng
Keyword(s):  
Work Teams ◽  
Psychological Safety ◽  
Team Leadership ◽  
Important Variable ◽  
Team Leader ◽  
Learning Behaviour ◽  
Cross Sectional Survey ◽  
Managerial Implication ◽  
Team Members ◽  
The Relationship

Orientation: Transformational team leadership is an important variable that influences team members’ perception of the team as psychologically safe enough to engage in learning behaviours.Research purpose: The study was aimed at investigating the relationship between psychological safety and learning behaviour in teams, as well as the moderating role of transformational team leadership in this relationship.Motivation for the study: For a team to be effective, adaptive and innovative and engage in learning behaviours, the transformational team leader must set the right climate in the team, where he or she welcomes the team members’ opinions, questions and feedback at no risk to their image. An understanding of this will be important in team leader selection and training.Research design, approach and method: Using a cross-sectional survey design, 57 work teams comprising 456 respondents in teams of 7–9 members were purposively sampled from five financial institutions in Accra, Ghana. Hierarchical regression and moderation analyses were run on the data at the team level.Main findings: Results indicated a positive relationship between team psychological safety and team learning behaviour, with transformational team leadership moderating this relationship.Practical/managerial implication: Transformational team leadership is important in creating a climate of psychological safety that will enable team members to engage in learning behaviours.Contribution/value-add: The study provided theoretical and empirical evidence that, in organisational contexts, transformational team leadership is an important variable that can facilitate psychological safety and learning behaviour in teams.

Diversity and group performance in a real estate project

2019 ◽  
Vol 12 (1) ◽  
pp. 62-78 ◽  
Author(s):  
Liesa Schrand ◽  
Tobias Just
Keyword(s):  
Real Estate ◽  
Work Experience ◽  
Group Performance ◽  
Work Group ◽  
Group Formation ◽  
Data Set ◽  
Content Type ◽  
Real Estate Project ◽  
Group Diversity ◽  
The Impact

Purpose Successful developers need to manage a large number of cooperation partners and find innovative solutions for specific tasks, as each real estate project is somehow unique. Thus, the question arises as to whether intelligent group formation for real estate development calls for more or rather less diverse project groups. Design/methodology/approach This paper aims to test the impact of group diversity on overall group performance with a unique data set. The authors collected the results of 150 project assignments from real estate executive education students at the IREBS Real Estate Academy from 2010 until 2016. Findings The authors find that group results were impacted positively for groups with disparity in work experience and ability. Differences in sex and age did not yield any measurable impact, neither positive nor negative. Originality/value To the best of the authors’ knowledge, this is the first time that the relationship between work group diversity and group performance was tested for real estate educational projects. The authors believe that the results are highly relevant for all university work, for which teams have to cooperate on complex rather than basic assignments and problems. Moreover, they are the first to develop a framework that combines diversity theories with a clear distinction between three diversity concepts.

A pilot study to examine the relationship between boredom and spirituality in cancer patients

2003 ◽  
Vol 1 (2) ◽  
pp. 143-151 ◽  
Author(s):  
ALICE INMAN ◽  
KENNETH L. KIRSH ◽  
STEVEN D. PASSIK
Keyword(s):  
Quality Of Life ◽  
Cancer Patients ◽  
Group Performance ◽  
Eastern Cooperative Oncology Group ◽  
Depression Scale ◽  
Well Being ◽  
Mediating Effect ◽  
The Impact ◽  
The Relationship

Objective: Spirituality has been neglected when assessing the well-being of cancer patients. Traditionally, researchers have focused on areas such as physical, social, and emotional functioning. However, there is a potential for spirituality to have a large impact on quality of life in patients with cancer. The current study was conducted to investigate the relationship between spirituality and boredom, constraint, social contact, and depression.Methods: A total of 100 oncology patients completed several assessment instruments, including the Purposelessness, Under-stimulation, and Boredom (PUB) Scale, Functional Assessment of Cancer Therapy Scale–Anemia, Brief Zung Self-Rating Depression Scale (BZSDS), Cancer Behavior Inventory, Systems of Belief Inventory, and Eastern Cooperative Oncology Group Performance Status Scale.Results: The average age of the sample was 62.37 years (SD = 13.43) and was comprised of 60 women (60%) and 40 men (40%). A regression analysis conducted to explore the impact of the variables on quality of life found only the BZSDS (R2Δ = .650, F = 180.392, p < .001) and the PUB Scale (R2Δ = .077, F = 26.885, p < .001) were significant predictors of quality of life. Another set of regression analyses were conducted to explore whether spirituality had a mediating effect on this relationship, but the mediated model was not supported.Significance of results: We conclude that spirituality and boredom are difficult concepts to define, operationalize, and measure, but crucial to our understanding of quality of life in advanced cancer. More research is needed to clarify the nature of the interrelationships between these important concepts.

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