scholarly journals Team Learning, Work Behaviors, and Performance: A Qualitative Case Study of a Technical University in Ghana

2021 ◽  
Vol 13 (24) ◽  
pp. 13703
Author(s):  
Eli Ayawo Atatsi ◽  
Jol Stoffers ◽  
Ad Kil
Keyword(s):  
Organizational Citizenship ◽  
Team Learning ◽  
Future Research ◽  
Work Behaviors ◽  
Leadership Qualities ◽  
Expected Performance ◽  
Technical University ◽  
And Performance ◽  
Underlying Mechanisms ◽  
Learning Team

Higher education institutions in Ghana have a lot of expectations but appear to be facing contemporary challenges. Using five focus groups, this study explores individual learning, team learning, organizational citizenship behaviors, leader–member exchanges, innovative work behaviors, and performance in a Ghanaian technical university. Interactive exchanges suggest that individual social behaviors and leadership exchanges are important to higher educational institutions (HEIs). Both stakeholders and managers should activate these behaviors and leadership qualities to enhance performance. The inherent benefits help both faculty and HEIs fulfill their core mandates of teaching, research, and community service. With these, they remain globally competitive given challenges, dynamism, and expected performance from both faculty and HEIs as agents of socio-economic development. This study informs on underlying mechanisms that affect engagement in some of these behaviors, including the effect of culture as an inhibitor of women’s innovative behaviors. Next to that, it provides both theoretical and practical evidence for stakeholders, especially HEI managers, regarding how to increase faculty members’ efficiencies and performance. Finally, the study offers both recommendations and directions for future research.

ANTECEDENTS AND CONSEQUENCES OF ORGANIZATIONAL JUSTICE

2016 ◽  
Vol 12 (02) ◽  
Author(s):  
Reeta Yadav
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intentions ◽  
Research Work ◽  
Citizenship Behavior ◽  
Future Research ◽  
Antecedents And Consequences ◽  
And Performance

Employee’s perception regarding fairness in the organization is termed as organizational justice. The objective of this paper is to study the antecedents and consequences of organizational justice on the basis of earlier relevant studies from the period ranging from 1964 to 2015. Previous research identified employee participation, communication, justice climate as the antecedents and trust, job satisfaction, commitment, turnover intentions, organizational citizenship behavior and performance as the consequences of organizational justice. Finding reveals the gaps existing in the literature and gives suggestions for future research work.

Linking leader power use and performance: The mediating role of follower satisfaction and commitment

2019 ◽  
pp. 1-21 ◽  
Author(s):  
Peter J. Reiley ◽  
Rick R. Jacobs
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Future Research ◽  
Air Force Academy ◽  
Mediating Role ◽  
Follower Satisfaction ◽  
And Performance

AbstractThis study examined the intermediate role job satisfaction and organizational commitment play between leaders' perceived use of power and followers' performance. Based on a sample of 365 cadets at the U.S. Air Force Academy, this study found followers' job satisfaction and commitment mediated the positive relationships between their leaders' use of expert, referent, and reward power and the followers' organizational citizenship behavior. Further, while the use of legitimate or coercive power were both related negatively to followers' in-role job performance, these relationships were not mediated by the followers' job satisfaction or organizational commitment. This study then discusses the practical implications of these findings, highlights its theoretical contributions toward understanding power's direct and indirect relationships with performance in the leadership dynamic, and recommends future research avenues to leverage and build upon these findings.

An integrative model of trust and leadership

2017 ◽  
Vol 38 (6) ◽  
pp. 849-867 ◽  
Author(s):  
Markus C. Hasel ◽  
Steven L. Grover
Keyword(s):  
Design Methodology ◽  
Leadership Behaviors ◽  
Integrative Model ◽  
Future Research ◽  
Content Type ◽  
Trust Theory ◽  
Knowledge Based ◽  
Effective Leader ◽  
And Performance ◽  
Underlying Mechanisms

Purpose The purpose of this paper is to examine the interplay between different streams of trust and leadership and their impact on motivation and performance. The model answers recent calls for a better understanding of underlying mechanisms in these interactions. Design/methodology/approach The authors drew from contemporary leadership and trust theories to develop ten propositions teasing out how specific person- and role-oriented leadership behaviors interact with calculus-, identification-, knowledge-based trust, motivation, and performance. Findings The model accentuates the complexity of the interactions between trust, leadership, and follower outcomes. It guides future empirical research to unravel these intricate relations and accentuates their complexity. Research limitations/implications The ten propositions act as guidelines in mastering the complex art of leadership by understanding how behaviors affect followers. An important limitation originates in the detailed analysis of leadership and trust. Focusing on specific leadership behaviors and trust types leaves further scope for future research into additional behaviors and cofounding variables to arrive at a more holistic picture of the underlying mechanisms that make or break an effective leader. Originality/value Contemporary theories on leadership and trust frequently view the different streams as overall constructs in lieu of multi-faceted phenomena. The model is a first of its kind in that it fuses contemporary leadership and trust theory to develop a set of propositions based on specific interactions between leadership behaviors and different forms of trust.

scholarly journals Moderators of the personality-performance relationship

2017 ◽  
Vol 46 (3) ◽  
pp. 474-489 ◽  
Author(s):  
Jeffrey Muldoon ◽  
Jennifer L. Kisamore ◽  
Eric W. Liguori ◽  
I.M. Jawahar ◽  
Joshua Bendickson
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Emotional Stability ◽  
Citizenship Behavior ◽  
Future Research ◽  
Content Type ◽  
Study Results ◽  
And Performance ◽  
Curvilinear Relationships ◽  
The Relationship

Purpose The purpose of this paper is to investigate whether job meaning and job autonomy moderate the relationship between emotional stability and organizational citizenship behavior. Design/methodology/approach In total, 190 supervisor-subordinate dyads completed three surveys. Linear and curvilinear analyses were used to assess the data. Findings Results indicate emotionally stable individuals are more likely to perform OCBOs in low autonomy and/or low job meaning situations than are employees low in emotional stability. Conversely, individuals who have high autonomy and/or high meaning jobs are likely to engage in OCBOs regardless of personality. Research limitations/implications As a survey-based research study, causal conclusions cannot be drawn from this study. Results suggest future research on the personality-performance relationship needs to more closely consider context and the potential for curvilinear relationships. Practical implications Managers should note that personality may significantly affect job performance and consider placing individuals in jobs that best align with their personality strengths. Originality/value This study sheds light on factors which may have led to erroneous conclusions in the extant literature that the relationship between personality and performance is weak.

It's Only Abusive If I Care

2021 ◽  
Author(s):  
Kai C. Bormann ◽  
Ian R. Gellatly
Keyword(s):  
Organizational Citizenship ◽  
Stress Responses ◽  
Abusive Supervision ◽  
Organizational Citizenship Behaviors ◽  
Future Research ◽  
Conservation Of Resources ◽  
Work Behaviors ◽  
Citizenship Behaviors ◽  
The Social ◽  
Organizational Concern

Abstract. Drawing on conservation of resources (COR) theory, we propose that abusive supervision increases stress responses in targets, which, in turn, diminishes their ability to perform extra- and in-role work behaviors. However, based on COR theory, we argue that followers who are driven by low rather than high organizational concern motives place less value on their work and the social context in which technical activities occur. As such, feeling low organizational concern should make people less susceptible to abusive supervision rather than more so. Thus, organizational concern was proposed to moderate the abuse–stress relationship. Across two multisource studies, we found support for most of our hypotheses. Abusive supervision negatively affected organizational citizenship behaviors via increased stress, and low organizational concern was found to attenuate the detrimental effects of abusive supervision. Implications for leadership literature and future research are discussed.

The Contingent Effect of Team Composition on the Performance of Entrepreneurial Teams

2019 ◽  
pp. 654-680
Author(s):  
Serghei Musaji ◽  
Julio De Castro
Keyword(s):  
Future Research ◽  
Team Composition ◽  
Team Members ◽  
Team Diversity ◽  
Entrepreneurial Teams ◽  
Knowledge Based ◽  
Fertile Ground ◽  
Active Debate ◽  
And Performance ◽  
The Relationship

Despite the continuous interest in studying entrepreneurial teams, the relationship between team composition and, particularly, team diversity and performance remains fertile ground for active debate. Taking roots in the knowledge-based view and organizational learning literatures, this chapter argues that performance in entrepreneurial teams is contingent on (a) the overlap between team members’ knowledge/competences and the content of the performed tasks, (b) the duplication of the team members’ knowledge in the areas with that content, (c) the nature of tasks (exploration or exploitation), (d) the team’s flexibility to adapt to changes in the content and nature of those tasks, and (e) the rate of environmental change. Because an important source of ambiguity in the understanding of how team diversity and performance are linked ties to issues of how team diversity is conceptualized and operationalized, the chapter also proposes a new way of looking at diversity in future research.

Positive Workplaces

2009 ◽  
pp. 578-588
Author(s):  
Fred Luthans ◽  
Carolyn M. Youssef
Keyword(s):  
Organizational Behavior ◽  
Psychological Capital ◽  
Future Research ◽  
Positive Organizational Behavior ◽  
Performance Impact ◽  
Research Directions ◽  
Future Research Directions ◽  
And Performance ◽  
Definition Of ◽  
Psychological Capacities

Over the years, both management practitioners and academics have generally assumed that positive workplaces lead to desired outcomes. Unlike psychology, considerable attention has also been devoted to the study of positive topics such as job satisfaction and organizational commitment. However, to place a scientifically based focus on the role that positivity may play in the development and performance of human resources, and largely stimulated by the positive psychology initiative, positive organizational behavior (POB) and psychological capital (PsyCap) have recently been introduced into the management literature. This chapter first provides an overview of both the historical and contemporary positive approaches to the workplace. Then, more specific attention is given to the meaning and domain of POB and PsyCap. Our definition of POB includes positive psychological capacities or resources that can be validly measured, developed, and have performance impact. The constructs that have been determined so far to best meet these criteria are efficacy, hope, optimism, and resiliency. When combined, they have been demonstrated to form the core construct of what we term psychological capital (PsyCap). A measure of PsyCap is being validated and this chapter references the increasing number of studies indicating that PsyCap can be developed and have performance impact. The chapter concludes with important future research directions that can help better understand and build positive workplaces to meet current and looming challenges.

Team Learning Behaviors and Performance: A Meta-Analysis of Direct Effects and Moderators

2021 ◽  
pp. 105960112110169
Author(s):  
Christopher W. Wiese ◽  
C. Shawn Burke ◽  
Yichen Tang ◽  
Claudia Hernandez ◽  
Ryan Howell
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Task Complexity ◽  
Meta Analysis ◽  
Sample Type ◽  
Learning Behaviors ◽  
Learning Teams ◽  
And Performance ◽  
The Relationship ◽  
Team Familiarity

Under what conditions do team learning behaviors best predict team performance? The current meta-analytic efforts synthesize results from 113 effect sizes and 7758 teams to investigate how different conceptualizations (fundamental, intrateam, and interteam), team characteristics (team size and team familiarity), task characteristics (interdependence, complexity, and type), and methodological characteristics (students vs. nonstudents and measurement choice) affect the relationship between team learning behaviors and team performance. Our results suggest that while different conceptualizations of team learning behaviors independently predict performance, only intrateam learning behaviors uniquely predict performance. A more in-depth investigation into the moderating conditions contradicts the familiar adage of “it depends.” The strength of the relationship between intrateam learning behaviors and team performance did not depend on team familiarity, task complexity, or sample type. However, our results suggested this relationship was stronger in larger teams, teams with moderate task interdependence, teams performing project/action tasks, and studies that use measures that capture a wider breadth of the team learning behavior construct space. These efforts suggest that common boundary conditions do not moderate this relationship. Scholars can leverage these results to develop more comprehensive theories addressing the different conceptualizations of team learning behaviors as well as providing clarity on the scenarios where team learning behaviors are most needed. Further, practitioners can use our results to develop more guided team-based policies that can overcome some of the challenges of forming and developing learning teams.

scholarly journals Concussion in para sport: the first position statement of the Concussion in Para Sport (CIPS) Group

2021 ◽  
pp. bjsports-2020-103696
Author(s):  
Richard Weiler ◽  
Cheri Blauwet ◽  
David Clarke ◽  
Kristine Dalton ◽  
Wayne Derman ◽  
...  
Keyword(s):  
Consensus Statement ◽  
Assessment Tool ◽  
Return To Sport ◽  
Position Statement ◽  
Assessment Tools ◽  
Future Research ◽  
Concussion Management ◽  
Rule Changes ◽  
Specific Rule ◽  
And Performance

Concussion is a frequent injury in many sports and is also common in para athletes. However, there is a paucity of concussion research related to para sport, and prior International Concussion in Sport (CIS) consensus papers have not substantively addressed this population. To remedy this and to improve concussion care provided to para athletes, the concussion in para sport (CIPS) multidisciplinary expert group was created. This group analysed and discussed in-depth para athlete-specific issues within the established key clinical domains of the current (2017) consensus statement on CIS. Due to the onset of the COVID-19 pandemic, the group held all meetings by video conferencing. The existing Sport Concussion Assessment Tool 5 (SCAT5) for the immediate on-field and office-based off-field assessment of concussion was evaluated as part of this process, to identify any para athlete-specific concerns. Regular preparticipation and periodic health examinations are essential to determine a baseline reference point for concussion symptoms but pose additional challenges for the interpreting clinician. Further considerations for concussion management for the para athlete are required within the remove, rest, reconsider and refer consensus statement framework. Considering return to sport (RTS), the 2017 CIS consensus statement has limitations when considering the RTS of the para athlete. Case-by-case decision making related to RTS following concussion is imperative for para athletes. Additional challenges exist for the evaluation and management of concussion in para athletes. There is a need for greater understanding of existing knowledge gaps and attitudes towards concussion among athlete medical staff, coaches and para athletes. Future research should investigate the use and performance of common assessment tools in the para athlete population to better guide their clinical application and inform potential modifications. Concussion prevention strategies and sport-specific rule changes, such as in Para Alpine Skiing and Cerebral Palsy Football, also should be carefully considered to reduce the occurrence of concussion in para athletes.

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