Showing papers on "Psychological safety published in 2011"
TL;DR: In this article, the authors present the state of the art of job demands and resources (JD-R) model, which incorporates many possible working conditions and focuses on both negative and positive indicators of employee well-being.
Abstract: Motivation: The motivation of this overview is to present the state of the art of Job Demands–Resources (JD–R) model whilst integrating the various contributions to the special issue. Research purpose: To provide an overview of the JD–R model, which incorporates many possible working conditions and focuses on both negative and positive indicators of employee well-being. Moreover, the studies of the special issue were introduced. Research design: Qualitative and quantitative studies on the JD–R model were reviewed to enlighten the health and motivational processes suggested by the model. Main findings: Next to the confirmation of the two suggested processes of the JD–R model, the studies of the special issue showed that the model can be used to predict work-place bullying, incidences of upper respiratory track infection, work-based identity, and early retirement intentions. Moreover, whilst psychological safety climate could be considered as a hypothetical precursor of job demands and resources, compassion satisfaction moderated the health process of the model. Contribution/value-add: The findings of previous studies and the studies of the special issue were integrated in the JD–R model that can be used to predict well-being and performance at work. New avenues for future research were suggested. Practical/managerial implications: The JD–R model is a framework that can be used for organisations to improve employee health and motivation, whilst simultaneously improving various organisational outcomes.
915 citations
TL;DR: A model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance is developed.
Abstract: We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior and team performance, and for efforts to enhance leader development by combining knowledge from different leadership theories.
700 citations
592 citations
TL;DR: This article investigated goal and process clarity and servant leadership as three antecedents of team potency and subsequent team effectiveness, operationalized as team performance and organizational citizenship behavior, and found that servant leadership moderated the relationships between both goal-process clarity and team potency.
Abstract: Integrating theories of self-regulation with team and leadership literatures, this study investigated goal and process clarity and servant leadership as 3 antecedents of team potency and subsequent team effectiveness, operationalized as team performance and organizational citizenship behavior. Our sample of 304 employees represented 71 teams in 5 banks. Results showed that team-level goal and process clarity as well as team servant leadership served as 3 antecedents of team potency and subsequent team performance and team organizational citizenship behavior. Furthermore, we found that servant leadership moderated the relationships between both goal and process clarity and team potency, such that the positive relationships between both goal and process clarity and team potency were stronger in the presence of servant leadership.
420 citations
01 Jan 2011
TL;DR: Investigation of goal and process clarity and servant leadership as 3 antecedents of team potency and subsequent team effectiveness, operationalized as team performance and organizational citizenship behavior found that servant leadership moderated the relationships between both goal andprocess clarity and team potency.
Abstract: Integrating theories of self-regulation with team and leadership literatures, this study investigated goal and process clarity and servant leadership as 3 antecedents of team potency and subsequent team effectiveness, operationalized as team performance and organizational citizenship behavior. Our sample of 304 employees represented 71 teams in 5 banks. Results showed that team-level goal and process clarity as well as team servant leadership served as 3 antecedents of team potency and subsequent team performance and team organizational citizenship behavior. Furthermore, we found that servant leadership moderated the relationships between both goal and process clarity and team potency, such that the positive relationships between both goal and process clarity and team potency were stronger in the presence of servant leadership.
394 citations
TL;DR: In this paper, the authors investigate the role of team learning behaviors in the development of a shared mental model of the task environment in a team and demonstrate that such a model leads to improved performance.
Abstract: To gain insight in the social processes that underlie knowledge sharing in teams, this article questions which team learning behaviors lead to the construction of a shared mental model. Additionally, it explores how the development of shared mental models mediates the relation between team learning behaviors and team effectiveness. Analyses were performed on student-teams engaged in a business simulation game. The measurement of shared mental models was based on cognitive mapping techniques. The results indicate that a team learning perspective provides insight in how people share knowledge. Particularly the team learning behaviors identified as co-construction and constructive conflict are related to the development of shared mental models. In addition, a shared mental model of the task environment in a team leads to improved performance. This underscores the importance of developing shared cognition in teamwork.
292 citations
TL;DR: In this article, the authors reviewed the existing literature regarding the effects of gender diversity on team processes and performance and found that women continue to be underrepresented in STEM (Science, Technology, Engineering and Math) and scientific innovations are increasingly produced by team collaborations.
Abstract: Given that women continue to be underrepresented in STEM (Science, Technology, Engineering and Math) and that scientific innovations are increasingly produced by team collaborations, we reviewed the existing literature regarding the effects of gender diversity on team processes and performance. Recent evidence strongly suggests that team collaboration is greatly improved by the presence of women in the group, and this effect is primarily explained by benefits to group processes. The evidence concerning the effect of gender diversity on team performance is more equivocal and contingent upon a variety of contextual factors. In light of the importance of collaboration in science, promoting the role of women in the field can have positive practical consequences for science and technology.
243 citations
TL;DR: In this paper, the authors examined how team temporal diversity can be effectively managed to maximize team performance, including variability in team members' time urgency, pacing style, and time perspective.
Abstract: This study examines how team temporal diversity–variation in members' time urgency, pacing style, and time perspective—can be effectively managed to maximize team performance. Results from 71 teams...
232 citations
TL;DR: In this article, the authors developed a conceptual framework, based on research in various contexts on team effectiveness and specifically team and task awareness, to determine and understand the variables that influence team effectiveness.
218 citations
TL;DR: In this paper, exploratory and exploitative learning as distinct team-level activities, constructed measures of them, and examined their relationships with psychological safety, task conflict, and team performance.
Abstract: This study conceptualized exploratory and exploitative learning as distinct team-level activities, constructed measures of them, and examined their relationships with psychological safety, task conflict, and team performance. Structural equation analysis in a sample of 142 innovation project teams indicated that psychological safety was linearly and nonlinearly related to team exploitative and exploratory learning, respectively; whereas task conflict positively moderated the relationship between psychological safety and exploitative learning. Furthermore, exploratory and exploitative learning were additively related to team performance, as rated by team managers, and mediated its relationship with psychological safety. The findings contribute to understanding how and under what conditions organizational teams engage in exploratory and exploitative learning to maximize their performance.
198 citations
TL;DR: In this article, the authors developed a model in which transformational leadership affects team coordination and performance through the conflict management approaches adopted by team members and found that transformational leaders may help team members manage conflicts for their mutual benefit.
Abstract: This study develops a model in which transformational leadership affects team coordination and performance through the conflict management approaches adopted by team members. Data were collected from three different sources in a lagged design from 108 teams in a large enterprise in China. Results support the reasoning that transformational leadership promotes team coordination and thereby team performance by encouraging teams to adopt a cooperative, as opposed to competitive, approach to conflict management. These results suggest that transformational leadership may help team members manage conflicts for their mutual benefit. This is an important mechanism through which transformational leadership enhances team coordination and, in turn, achieves higher team performance.
TL;DR: In this article, the authors examined the associations among team-level virtues using data from two studies and found that team transparency was positively related to team behavioral integrity, which in turn was positively linked to team trust.
Abstract: Virtue-based research in business ethics has increased over the last two decades, but most of the research has focused on the actions of an individual person. In this article, we examine the associations among team-level virtues using data from two studies. Specifically, we investigate whether transparency (usually thought to be an organizational- or collective-level construct), behavioral integrity (usually thought to be an individual-level construct), and trust (usually thought to be an individual-level construct) can be conceptualized and operate at the team level of analysis and, if so, what their relationships are to team performance. Using Partial Least Squares (PLS) analysis, we found in both studies that team transparency was positively related to team behavioral integrity, which in turn was positively related to team trust. We also found evidence of a positive relationship between team trust and team performance. Implications of these findings for future teams and ethics research are discussed.
TL;DR: In this article, the authors examined two mediating mechanisms that explain the leader positive moods and team performance linkage: transformational leadership and positive group affective tone, and found that leader positive attitudes not only directly enhanced team performance, but also indirectly led to improved team performance through the explicit mediating process (i.e., transformational leader) and the implicit mediation process (e.g., positive group aff ective tone).
Abstract: Extending previous research regarding the relationship between leader positive moods and team performance, the present study examined 2 mediating mechanisms that explain the leader positive moods–team performance linkage: transformational leadership, and positive group affective tone. Data were collected from 85 sales teams (85 team leaders, 365 team members). Structural equation modeling analyses were performed to test the hypotheses. The results showed that leader positive moods not only directly enhanced team performance, but also indirectly led to improved team performance through the explicit mediating process (i.e., transformational leadership) and the implicit mediating process (i.e., positive group affective tone). Theoretical and practical implications are discussed.
Book•
12 May 2011
TL;DR: In this paper, J. Richard Hackman identifies six conditions necessary for any team to succeed: seeting up a well-defined, stable, interdependent unit; getting the right people on the team; defining a compelling purpose; establishing clear norms of conduct; creating a supportive organizational context; and providing team-focused coaching.
Abstract: Shows what's needed to lead teams in one of the most demanding settings imaginable: intelligence work
- Illustrated with actual stories drawn from the author's direct experience as an intelligence consultant and researcher
- Both a vital tool for intelligence professionals and a penetrating analysis of what makes teams work in any organization
Intelligence professionals are popularly viewed as solo operators--most famously as the lone wolf "secret agents" of fiction. But, particularly today, doing intelligence is mostly about teamwork--the volume, complexity, and global nature of the work demand collaboration acroos a diversity of people, disciplines, and organizations.
And yet teams in the intelligence community face formidable challenges. Needed information may be classified and difficult or impossible to obtain, and ultimate goals are sometimes covert--concealed from the very people working to achieve them. They bureaucracy is immense and complex, and the extraordinary demands of the work lead to high turnover and frequent transfers. As a result, teams often devolve into wheel-spinning, contentious assemblies that get nothing done--or do the wrong things.
But there is also good news. J. Richard Hackman draws on his unparalleled decade of experience as a researcher on and consultant to the intelligence community, as well as his pioneering work on teams, to show how intelligence leaders can create an environment where teamwork flourishes. Hackman identifies six conditions necessary for any team to succeed: seeting up a well-defined, stable, interdependent unit; getting the right people on the team; defining a compelling purpose; establishing clear norms of conduct; creating a supportive organizational context; and providing team-focused coaching. He uses concrete examples to show how each of these conditions helps teams accomplish their missions in the unusual and always demanding context of intelligence work.
Although written with intelligence, defense, crisis management, and law enforcement professionals in mind, the book contains lessons that can be applied to any organization--these necessary conditions are universal. Collaborative Intelligence is a vital resource for the intelligence community and a fascinating look inside that community for outsiders.
TL;DR: In this paper, the authors investigated whether the five dimensions of transformational leadership have an impact on team performance with respect to team cohesion, team leader job satisfaction and team competence, and whether the dimensions of team performance have an effect on such service quality dimensions as reliability and responsiveness.
Abstract: The discipline of operations management (OM) has long been offering differing quantitative techniques for improving the efficiency of banking operations. However, there has been a trend in recent years that operations and services of the banking industry are becoming more diverse and unstructured, rendering many traditional OM quantitative techniques less effective in performance improvement. By integrating the literature on banking operations, service quality, leadership style and work teams, we argue that leadership style and team performance are crucial concerns determining the service quality performance of today's banking operations in a team setting. Using data collected from 192 employees from 32 operational teams (a leader and five members in each team) in 15 retail banks in Macau, China, we investigated whether the five dimensions of transformational leadership have an impact on team performance with respect to team cohesion, team leader job satisfaction and team competence; and whether the dimensions of team performance have an impact on such service quality dimensions as reliability and responsiveness. We found that one of the dimensions of transformational leadership and two of the dimensions of team performance have a significant impact on service quality. We discuss the implications of the findings for research and practise.
TL;DR: For example, this paper found that the presence of a formalistic orientation within the team was negatively related to collective unethical decisions, while the existence of a utilitarian orientation was positively related to both unethical decisions and behaviors.
Abstract: The purpose of this study was to uncover compositional and emergent influences on unethical behavior by teams. Results from 126 teams indicated that the presence of a formalistic orientation within the team was negatively related to collective unethical decisions. Conversely, the presence of a utilitarian orientation within the team was positively related to both unethical decisions and behaviors. Results also indicated that the relationship between utilitarianism and unethical outcomes was moderated by the level of psychological safety within the team, such that teams with high levels of safety were more likely to engage in unethical behaviors. Implications are discussed, as well as potential directions for future research.
TL;DR: In this article, a field study was conducted with 47 Army action teams spanning 9 weeks to assess the influence of team leader authenticity on team authenticity and team outcomes, and they found that team authenticity interacted with authenticity strength such that the team authenticity-teamwork behavior relationship was stronger when authenticity strength was higher rather than lower.
Abstract: A field study was conducted with 47 Army action teams spanning 9 weeks to assess the influence of team leader authenticity on team authenticity and team outcomes. Results showed that team leader authenticity at Time 1 predicted teamwork behavior and team productivity at Time 3, with these relationships mediated by team authenticity at Time 2. We further explored the moderating role of authenticity strength in the team authenticity–teamwork behavior relationship. Team authenticity interacted with authenticity strength such that the team authenticity–teamwork behavior relationship was stronger when authenticity strength was higher rather than lower. Implications of these findings for theories of shared leadership, team leadership, and authentic leadership are discussed.
TL;DR: The authors argue that over time the difference between team members' perception of the organizational support received by the team (or team climate for organizational support) and their manager's perception of that support has an effect on important outcomes and emergent states, such as team performance and team positive and negative affect above and beyond the main effects of climate perceptions themselves.
Abstract: The authors argue that over time the difference between team members' perception of the organizational support received by the team (or team climate for organizational support) and their manager's perception of the organizational support received by the team has an effect on important outcomes and emergent states, such as team performance and team positive and negative affect above and beyond the main effects of climate perceptions themselves. With a longitudinal sample of 179 teams at Time 1 and 154 teams at Time 2, the authors tested their predictions using a combined polynomial regression and response surface analyses approach. The results supported the authors' predictions. When team managers and team members' perceptions of organizational support were high and in agreement, outcomes were maximized. When team managers and team members disagreed, team negative affect increased and team performance and team positive affect decreased. The negative effects of disagreement were most amplified when managers perceived that the team received higher levels of support than did the team itself.
TL;DR: Modated multiple regression analysis revealed that team mental model similarity moderated the relationship between team monitoring and performance; a higher level of team monitoring in the absence of a similar teammental model had a negative effect on performance.
Abstract: In the present study, we investigated how two team mental model properties (similarity vs. accuracy) and two forms of monitoring behavior (team vs. systems) interacted to predict team performance in anesthesia. In particular, we were interested in whether the relationship between monitoring behavior and team performance was moderated by team mental model properties. Thirty-one two-person teams consisting of anesthesia resident and anesthesia nurse were videotaped during a simulated anesthesia induction of general anesthesia. Team mental models were assessed with a newly developed measurement tool based on the concept-mapping technique. Monitoring behavior was coded by two organizational psychologists using a structured observation system. Team performance was rated by two expert anesthetists using a performance-checklist. Moderated multiple regression analysis revealed that team mental model similarity moderated the relationship between team monitoring and performance; a higher level of team monitoring in the absence of a similar team mental model had a negative effect on performance. Furthermore, team mental model similarity and accuracy interacted to predict team performance. Our findings provide new insights on factors influencing the relationship between team processes and team performance in health care. When investigating the effectiveness of a specific team coordination behavior, team cognition has to be taken into account. This represents a necessary and compelling extension of the popular process-outcome relationship on which previous teamwork research in health care has focused. Moreover, the current study adds further external validity to the concept of team mental models by highlighting its usefulness in health care.
TL;DR: In this article, the authors investigate the impact of team power on team conflict and performance, and find that low-power teams outperform high-power ones in terms of performance.
TL;DR: This paper highlights the difficulties involved in making teams of such heterogeneous members-and the paradoxes that arise when this task is achieved, and reveals how the tension between integration and specialisation of team members is especially acute for service users.
Abstract: Current healthcare policy emphasises the need for more collaborative, team-based approaches to providing care, and for a greater voice for service users in the management and delivery of care. Increasingly, policy encourages 'partnerships' between users and professionals so that users, too, effectively become team members. In examining this phenomenon, this paper draws on insights from the organisational-sociological literature on team work, which highlights the challenges of bringing together diverse professional groups, but which has not, to date, been applied in contexts where users, too, are included in teams. Using data from a qualitative study of five pilot cancer-genetics projects, in which service users were included in teams responsible for managing and developing new services, it highlights the difficulties involved in making teams of such heterogeneous members-and the paradoxes that arise when this task is achieved. It reveals how the tension between integration and specialisation of team members, highlighted in the literature on teams in general, is especially acute for service users, the distinctiveness of whose contribution is more fragile, and open to blurring.
TL;DR: In this article, a review of the two most prevalent intervention approaches, team training and team building, in order to highlight their contributions to improving teams when designed according to team development science is presented.
Abstract: As teams have become an increasingly necessary component of organizational structure, organizations have turned to team development interventions in hopes of facilitating performance gains in their teams. However, it is critical to understand that team development interventions are not “one size fits all.” This review provides a close examination of the two most prevalent intervention approaches, team training and team building, in order to highlight their contributions to improving teams when designed according to team development science.
TL;DR: In this paper, the authors examine the roles of three elements of intellectual capital in implementing process innovations and develop a model describing how worker expertise, information sharing quality, and psychological safety work together as elements of the human, structural, and social dimensions to influence the technical success of manufacturing process innovation.
Abstract: This paper examines the roles of three elements of intellectual capital in implementing process innovations. Building upon prior literature, we develop a model describing how worker expertise, information sharing quality, and psychological safety work together as elements of the human, structural, and social dimensions of intellectual capital to influence the technical success of manufacturing process innovation (MPI) projects. Results of an analysis of data describing 179 MPI projects in US firms strongly support a multidimensional, process-oriented view of intellectual capital's effects on MPI project technical performance. We also find that the incrementalness of an MPI project plays a moderating role over the relationship between worker expertise and MPI performance. Our study provides insights on how intellectual capital can be more effectively accumulated in a project environment.
TL;DR: The results showed that whereas team members see the knowledge conversion processes as central to performance, top management emphasize the importance of social networks in value creation.
TL;DR: A survey of research on teamwork productivity and effectiveness base on rewards, leadership, training, goals, wage, size, motivation, measurement and information technology is provided.
TL;DR: In this paper, the influence of leadership behaviors on performance is moderated by facets of team heterogeneity, such as age, gender, and culture, and the results revealed that the relationship between three leadership behaviors (transactional and transformational leadership, laissez-faire, consideration, and initiating structure) and three facets of heterogeneity (i.e., age, genders, and cultures) were assessed in an empirical study based on a sample of n=283 members of German fire departments.
Abstract: Purpose – In today's organizations, the heterogeneity of work teams is increasing For example, members of work teams have different ages, genders, and/or cultural backgrounds As a consequence, team leaders have to face the challenge of taking into account the various needs, values, and motives of their followers However, there has been very little empirical research to test whether the influence of leadership behaviors on performance is moderated by facets of team heterogeneity This paper aims to address this issueDesign/methodology/approach – The leadership behaviors of transactional and transformational leadership, laissez‐faire, consideration, and initiating structure, as well as three facets of heterogeneity (ie age, gender, and culture) were assessed in an empirical study based on a sample of n=283 members of German fire departments These team members also provided self‐ratings for their performanceFindings – The results revealed that the relationship between three leadership behaviors (ie
TL;DR: Practical concepts and tools are provided that address the team behaviors of structured communication, effective assertion/critical language, psychological safety, situational awareness, and effective leadership.
Abstract: Healthcare is delivered in an extraordinary complex environment. Despite highly skilled, dedicated clinicians, there are currently unacceptably high levels of communication failures and adverse events. Effective teamwork, in conjunction with reliable processes of care, is essential for the consistent delivery of high-quality care. Practical concepts and tools are provided that address the team behaviors of structured communication, effective assertion/critical language, psychological safety, situational awareness, and effective leadership. Examples of the mounting clinical evidence of improved patient outcomes and reduced harm resulting from effective teamwork training are cited.
TL;DR: In this article, the authors defined team viability as a team's capacity for the sustainability and growth required for success in future performance episodes, and discussed how team viability differs from and relates to constructs such as team satisfaction, team performance, and team cohesion.
Abstract: Despite the potential contribution of team viability to understanding the effectiveness of organizational teams, construct confusion and inconsistencies between researchers' conceptualizations and operationalizations limit the usefulness of team viability. We sought to clarify team viability as a construct and (re)define it in terms that provide a unique and meaningful contribution to understanding the effectiveness of long-term and ongoing organizational teams. Team viability is defined as a team’s capacity for the sustainability and growth required for success in future performance episodes. We discuss how team viability differs from and relates to constructs such as team satisfaction, team performance, and team cohesion, and outline boundary conditions within which team viability may be relevant and important.
TL;DR: In this paper, the authors examined the impact of intrateam and external high-quality relationships (HQRs) on learning processes and performance in service organizations and highlighted the importance of internal and external HQRs to facilitate learning and enhance performance.
Abstract: This study examines the impact of intrateam and external high-quality relationships (HQRs) on learning processes and performance. Data collected from 178 teams in the service sector indicate that (a) intrateam HQRs (i.e., between team members and between team members and their manager) are related to psychological safety, which in turn facilitates learning processes; (b) external HQRs are associated directly with team learning; and (c) team learning is positively associated with enhanced team performance. The findings highlight the importance of both internal and external HQRs to facilitate learning and enhance performance in service organizations. © 2011 Wiley Periodicals, Inc.
TL;DR: This article found that team identification was positively related to both well-being and social connections. But they did not find evidence that social connections mediated or moderated the relationship between team identification and social psychological health.
Abstract: Previous work has consistently found positive relationships between levels of sport team identification and social psychological well-being. According to the Team Identification‐Social Psychological Health Model, these effects result from the increased social connections fans generate through their interest in the team. The current pair of investigations was designed to test the hypotheses that (1) team identification is positively related to social well-being and (2) team identification is positively related to social connections. In addition, the interrelationships among the variables were investigated (i.e., tests for mediation and moderation). In Study 1, a sample of 161 college students completed a questionnaire assessing demographics, identification with a local team, connections gained by following the team, and social well-being. Results indicated that, as expected, team identification was positively related to both well-being and social connections. Subsequent analyses failed to find evidence that social connections mediated or moderated the relationship between team identification and social psychological health. Study 2 (N 199 students from the same university as Study 1) replicated the results of the initial study using a more general measure of social connections (i.e., the Campus Connectedness Scale). Discussion includes the implications for the Team Identification‐Social Psychological Health Model and the directionality between identification and social connections.