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.

The importance of team psychological safety climate for enhancing younger team members’ innovation-related behaviors in South Korea

2019 ◽  
Vol 19 (3) ◽  
pp. 353-368
Author(s):  
Timothy R Moake ◽  
Nahyun Oh ◽  
Clarissa R Steele
Keyword(s):  
South Korea ◽  
Safety Climate ◽  
Work Teams ◽  
Psychological Safety ◽  
Interaction Effects ◽  
Team Members ◽  
South Korean ◽  
Categorization Theory ◽  
Age Related ◽  
The Relationship

Indigenous cultural nuances such as age-related hierarchies in South Korea have the potential to impact workers’ engagement in innovation-related behaviors (IRBs). We use self-categorization theory to examine both the relationship between employee age and IRBs and the cross-level interaction effects of team psychological safety climate. Using a multilevel sample of 282 South Korean employees working in 65 teams across 45 different organizations in various industries, we find that team psychological safety climate moderates the relationship between age and engaging in IRBs. More specifically, we find that when teams have a weaker psychological safety climate, age is positively related to engaging in IRBs. However, when teams have a stronger psychological safety climate, age is not related to engaging in IRBs. We discuss the implications of these findings for innovation and managing work teams in Eastern contexts.

scholarly journals Hubungan Peran Ketua Tim dengan Kinerja Perawat dalam Dokumentasi Asuhan Keperawatan di Rumah Sakit Jiwa Provinsi Jambi

2021 ◽  
Vol 10 (1) ◽  
pp. 196
Author(s):  
Fithriyani Fithriyani ◽  
Miko Eka Putri
Keyword(s):  
Nursing Care ◽  
Significant Relationship ◽  
Sampling Technique ◽  
Team Leader ◽  
P Value ◽  
Cross Sectional Survey ◽  
Chi Square ◽  
Cross Sectional ◽  
Team Members

The quality of service can be determined from the performance of the nurse in providing nursing care. The success of the team method in carrying out the nursing process is determined by the ability of the team leader to assign tasks to team members and direct work to the team. This study aims  to knowing  the relationship between the role of the team leader and the performance of nurses in documenting nursing care at the Jambi Provincial Psychiatric Hospital. A quantitative method with a cross-sectional survey using self-administered questionnaires The sampling technique was total sampling so that the sample size was 106 nurseswith analysis using the chi square test. The data were analyzed using statistical software. This study investigates the role of team leaders and nurses' performance in documenting nursing care. the role of the team leader in documenting nursing care was 54.1% good. the performance of nurses in documenting nursing care was 53.2% good. The statistical test results showed that the p value (0,000) <0.05, which means that there is a significant relationship between the role of the team leader and the performance of nurses in nursing care documentation.This significant relationship explains that the role of the team leader will have a good influence on the documentation of nursing care carried out by the nurse in charge

Disentangling the relationship between empowering leader behaviors and adaptive performance in work teams

2019 ◽  
Vol 23 (5) ◽  
pp. 761-777
Author(s):  
Vincent Rousseau ◽  
Caroline Aubé
Keyword(s):  
Shared Leadership ◽  
Work Teams ◽  
Adaptive Performance ◽  
Leader Behaviors ◽  
Team Leaders ◽  
Access To Resources ◽  
Team Members ◽  
Mediating Role ◽  
The Relationship

When teams operate in a dynamic and complex environment, their ability to adapt to changing demands is crucial for organizational success. The aim of this study is to investigate the role of empowering behaviors exhibited by team leaders in team adaptive performance by taking into account the mediating role of shared leadership displayed by team members and the moderating effect of access to resources. Data were collected from 82 work teams (i.e., 394 members and 82 immediate supervisors) in a public safety organization. Results of path analyses show that the relationship between empowering leader behaviors and team adaptive performance is mediated by shared leadership. Moreover, we found that the relationship between empowering leader behaviors and shared leadership is moderated by access to resources, such that this relationship is stronger when the level of access to resources is high. Overall, the findings shed light on the process through which team leaders can enhance the adaptive performance of their team.

Abusive supervision and employee creativity

2016 ◽  
Vol 54 (1) ◽  
pp. 130-147 ◽  
Author(s):  
Wenxing Liu ◽  
Pengcheng Zhang ◽  
Jianqiao Liao ◽  
Po Hao ◽  
Jianghua Mao
Keyword(s):  
Data Collection ◽  
Organizational Identification ◽  
Psychological Safety ◽  
Abusive Supervision ◽  
Social Identification ◽  
Employee Creativity ◽  
Content Type ◽  
Team Members ◽  
Identification Theory ◽  
The Relationship

Purpose – Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity. Design/methodology/approach – The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at second stage, being conducted 2-4 weeks later after the first stage. Finally 423 participants completed two waves of data collection. Findings – The results suggested that, abusive supervision had negative effects on psychological safety and organizational identification, and psychological safety partially mediated the relationship between abusive supervision and organizational identification, and organizational identification fully mediated the relationship between psychological safety and creativity, and the negative effect of abusive supervision on employee creativity was mediated by psychological safety and then by organizational identification. Originality/value – This study identifies and examines the mechanism underlying the effect of abusive supervision, and suggests that psychological safety and organizational identification are two important mediators of the complex relationship between abusive supervision and employee creativity. Therefore, this study not only re-examines the inconsistent effect of abusive supervision on employee creativity, but also represents the first attempt at integrating the psychological safety perspective and social identification theory to study employee creativity and offers important implications for theory development.

Work Team Attitudes, Drinking Norms, and Workplace Drinking

1995 ◽  
Vol 25 (2) ◽  
pp. 275-290 ◽  
Author(s):  
William P. Delaney ◽  
Genevieve Ames
Keyword(s):  
Assembly Line ◽  
Work Teams ◽  
Hierarchical Regression ◽  
Work Team ◽  
Line Production ◽  
Team Members ◽  
Work Related ◽  
Positive Attitudes ◽  
The Relationship

This article investigates the relationship between work team attitudes, drinking norms, and workplace drinking in a large assembly line factory in the Midwest. Respondents were asked whether significant persons at work (friends, team members, and supervisors) would approve or disapprove if they engaged in three types of work-related drinking (before work, at work, and at work to intoxication). Respondents were also asked whether they agreed or disagreed with several positive and negative statements about work teams–a new form of assembly line production introduced in the 1980s. Several items probing relations between union employees and supervisors were also included. Separate regression analyses were used to predict workplace drinking norms and workplace drinking. Using exploratory factor analysis and hierarchical regression, positive attitudes toward work teams significantly predicted less permissive drinking norms even when overall drinking and various background variables were controlled. In a second regression analysis, drinking norms significantly predicted workplace drinking. Additionally, it was revealed in the analysis that hourly African-Americans as a group were significantly more likely to have positive team attitudes and less permissive drinking norms than whites. The role of team-based work system in the primary prevention of workplace alcohol misuse is discussed.

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.

scholarly journals Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors

2019 ◽  
Vol 45 ◽  
Author(s):  
Natasha Maximo ◽  
Marius W. Stander ◽  
Lynelle Coxen
Keyword(s):  
Work Environment ◽  
Work Engagement ◽  
Indirect Effect ◽  
Authentic Leadership ◽  
Mining Industry ◽  
Psychological Safety ◽  
Cross Sectional Survey ◽  
Mining Sector ◽  
Cross Sectional ◽  
The Relationship

Orientation: The orientation of this study was towards authentic leadership and its influence on psychological safety, trust in supervisors and work engagement.Research purpose: The aim of this study was to investigate the influence of authentic leadership on trust in supervisors, psychological safety and work engagement. Another aim was to determine whether trust in supervisors and psychological safety had an indirect effect on the relationship between authentic leadership and work engagement. An additional objective was to determine if authentic leadership indirectly influenced psychological safety through trust in supervisors.Motivation for the study: Globally, businesses are faced with many challenges which may be resolved if leaders are encouraged to be more authentic and employees more engaged. In this study, investigating the role of trust in supervisors and psychological safety on the relationship between authentic leadership and work engagement is emphasised.Research design, approach and method: This study was quantitative in nature and used a cross-sectional survey design. A sample of 244 employees within the South African mining industry completed the Authentic Leadership Inventory, Utrecht Work Engagement Scale, Workplace Trust Survey and Psychological Safety Questionnaire.Main findings: The results indicated that authentic leadership is a significant predictor of both trust in supervisors and psychological safety. This study further found that authentic leadership had a statistically significant indirect effect on work engagement through trust in supervisors.Practical or managerial implications: The main findings suggest that having more authentic leaders in the mining sector could enhance trust in these leaders. Authentic leadership thus plays an important role in creating a positive work environment. This work environment of authenticity and trust could lead to a more engaged workforce.Contribution or value-add: Limited empirical evidence exists with regard to the relationship between authentic leadership, work engagement, psychological safety and trust in supervisors. This is particularly true in the mining sector. This study aimed to contribute to the limited number of studies conducted.

Coaching

2020 ◽  
pp. 156-176
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Shared Leadership ◽  
Leadership Behaviors ◽  
Psychological Safety ◽  
Team Leadership ◽  
Leadership Theories ◽  
Team Members ◽  
Learning And Adaptation ◽  
Practical Implications

This chapter is about coaching or, more specifically, team leadership. We specify seven essential team leadership functions: (a) ensuring clarity and alignment; (b) holding teammates accountable; (c) removing obstacles and garnering support; (d) managing team emotions and attitudes; (e) fostering psychological safety; (f) encouraging participation and empowerment; and (g) promoting learning and adaptation. Each function has a key set of behaviors associated with it. Team members other than the leader can at times demonstrate some of those leadership behaviors. The functions and behaviors specify the “what” of effective team leadership. The authors also consider the “how” of leadership by highlighting the practical implications of four leadership theories: transformational leadership, shared leadership, servant leadership, and civil leadership.

Teams That Work

2020 ◽  
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Team Effectiveness ◽  
Team Member ◽  
Team Leadership ◽  
Team Leader ◽  
Evidence Based ◽  
Improve Performance ◽  
Team Members ◽  
Senior Leader ◽  
Growing Body ◽  
Shared Cognitions

Why do some teams thrive, while others struggle? If you are a team leader, team member, senior leader, or consultant, you need to know what really drives team effectiveness. Many books and consultants offer advice about teamwork based on opinion or conjecture. Some of that advice is useful, but much of it is overly simplistic or even misleading. Fortunately, a growing body of research is now available with which to separate the myths from the facts. For example, is it possible to “team away” talent deficiencies? Will more frequent communications improve performance? Is a team likely to perform better when members know each other? What do great team members know, do, and think? When and how can conflict be constructive? In Teams That Work, Scott Tannenbaum and Eduardo Salas answer these and other questions about team effectiveness. While reading the book you’ll learn: Eleven desirable team member competencies and three traits you’ll want to avoid; Four cooperative beliefs that consistently impact team effectiveness; Four coordination behaviors that you’ll want your teams to demonstrate; Eight types of shared cognitions team members need to possess; A dozen conditions that enable collaboration; and seven essential team leadership functions. The book culminates with specific, evidence-based tips along with tangible tools for putting the science of teamwork into practice.

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