/pdf/determinants-of-individual-knowledge-innovation-behavior-on13rf4gcl.pdf

Determinants of Individual Knowledge Innovation Behavior

Leadership plays an essential part in creating competitive advantage and well-being among employees. One way in which formal leaders can deal with the variety of responsibilities that comes with their role is to share their responsibilities with team members (i.e., shared leadership). Although there is abundant literature on how high-quality peer leadership benefits team effectiveness (TE) and well-being, there is only limited evidence about the underpinning mechanisms of these relationships and how the formal leader can support this process. To address this lacuna, we conducted an online survey study with 146 employees from various organizations. The results suggest that an empowering leadership style of the formal leader is associated with higher perceived peer leadership quality (PLQ) on four different leadership roles (i.e., task, motivational, social, and external leader). In addition, formal leaders who empower their team members are also perceived as better leaders themselves. Moreover, the improved PLQ was in turn positively related to TE and work satisfaction, while being negatively related to burnout. In line with the social identity approach, we found that team identification mediated these relationships. Thus, high-quality peer leaders succeeded in creating a shared sense of "us" in the team, and this team identification in turn generated all the positive outcomes. To conclude, by sharing their lead and empowering the peer leaders in their team, formal leaders are key drivers of the team's effectiveness, while also enhancing team members' health and well-being.

/pdf/the-power-of-empowerment-predictors-and-benefits-of-shared-3hxx8l8nby.pdf

The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations.

https://www.revistas.usp.br/rmj/article/download/161591/155544

Team effectiveness: the predictive role of team identity

Purpose: This article aims to develop an instrument to assess the collective performance of work teams' production. Associated with this, this evaluation instrument is applied to two production teams from the same company in Santa Catarina, to validate it. Methodology: The study is characterized as descriptive, quantitative and survey strategy. To develop the performance evaluation instrument, the literature review presented was taken as a starting point to guide the selection of the 10 indicators and 30 evaluation criteria enabling the elaboration f the questionnaire. Results: In general, it is possible to observe that the teams performed “good” in most of their indicators, and none of the indicators showed “poor”, “bad” or “regular” evaluations. It is suggested to develop some strategies to overcome the weakness shown by the communication indicator in both teams. Regarding the use of the instrument, it proved to be adequate to assess the collective performance, pointing out its strengths and weaknesses. Limitation: Singularity of application in a single company, not allowing generalizations to be made to other production teams. Originality: The proposal of an instrument to evaluate production teams ‘performance, indicating the team’s strengths and weaknesses. KEYWORD: performance evaluation, team performance, evaluation instrument, production teams. UM INSTRUMENTO DE GESTÃO PARA AVALIAÇÃO DE DESEMPENHO DE EQUIPES RESUMO Objetivo: Este artigo tem como objetivo desenvolver um instrumento para avaliar o desempenho coletivo de equipes de trabalho de produção. Associado a isto, aplica-se este instrumento de avaliação em duas equipes de produção de uma mesma empresa catarinense, com intuito de validá-lo. Metodologia: O estudo caracteriza-se como descritivo, quantitativo e survey. Para desenvolver o instrumento de avaliação de desempenho, a revisão da literatura foi tomada como ponto de partida para seleção de 10 indicadores e 30 critérios de avaliação, possibilitando a elaboração do questionário. Resultados: De forma geral observou-se que as equipes apresentaram desempenho “bom” em grande maioria de seus indicadores, e nenhum dos indicadores manifestou avaliações “péssimo”, “ruim” ou “regular”. É sugestivo o desenvolvimento de algumas estratégias com o propósito de superar a fragilidade demonstrada pelo indicador comunicação nas duas equipes. Sobre a utilização do instrumento, mostrou-se adequado para avaliar o desempenho coletivo, apontando suas potencialidades e fragilidades. Limitação: Singularidade de aplicação em uma única empresa, não permitindo que sejam feitas generalizações para outras equipes de produção. Originalidade: A proposição de um instrumento para avaliar o desempenho de equipes de produção, indicando para as equipes da empresa analisada, suas potencialidades e fragilidades. PALAVRAS-CHAVE: avaliação de desempenho, desempenho de equipe, instrumento de avaliação, equipes de produção. A MANAGEMENT INSTRUMENT FOR TEAM PERFORMANCE EVALUATION Rev. Prod. Desenvolv., Rio de Janeiro, v.7: e511, Jan-Dez, 2021 2 / 16

/pdf/a-management-instrument-for-team-performance-evaluation-4j130wt348.pdf

A management instrument for team performance evaluation

This article aims to identify the explanatory factors of collective competencies in fashiondesign teams using a survey of 22 fashion designers from Santa Catarina. Exploratory factordata analysis and analysis of variance techniques were applied. The results showed fourexplanatory factors: collective spirit, interaction, cooperation, and relationship. Our findingsmade evident how relevant these factors are in the composition and formation of groups,manifesting themselves as descriptive and essential attributes for collective competencies.The synergistic combination of the factors allows the teams to develop shared actions infavor of work organization based on interactions and visions, which, although distinct, canbe shared.

/pdf/explanatory-factors-of-collective-competencies-in-fashion-1sccj5si.pdf

Explanatory factors of collective competencies in fashion design teams

The aim of this study is to develop and validate a scale of identity with work teams composed of affective, cognitive, and evaluative dimensions. Two studies were conducted. Study 1 sought evidence of validity for a scale of identity with work teams. Data were collected from a sample of 364 people. Study 2 verified the replicability of the factor solution found in Study 1. The sample consisted of 367 employees of a Brazilian public organization. The final factor structure consists of 20 items divided into three factors, capable of explaining 65% of the variance. Indicators of internal consistency were satisfactory (0.79 < α < 0.94 for Cronbach's Alpha and 0.52 < x < 0.75 for the item-total correlations mean). The scale developed can be considered a theoretical contribution and an advance for the measurement of identity with work teams.

/pdf/identidade-com-equipes-de-trabalho-teoria-e-medida-321gu9a3sp.pdf

Daniela Pinheiro dos Reis

Papers

Team effectiveness: the predictive role of team identity

Identidade com equipes de trabalho: Teoria e medida