scholarly journals A diary study on shared leadership, team work engagement, and goal attainment

2021 ◽  
Author(s):  
Kai N. Klasmeier ◽  
Jens Rowold
Keyword(s):  
Work Engagement ◽  
Shared Leadership ◽  
Goal Attainment ◽  
Leadership Team ◽  
Team Work ◽  
Diary Study

scholarly journals A diary study on shared leadership, team work engagement, and goal attainment

2020 ◽  
Author(s):  
Kai N. Klasmeier ◽  
Jens Rowold
Keyword(s):  
Work Engagement ◽  
Shared Leadership ◽  
Goal Attainment ◽  
Leadership Team ◽  
Team Work ◽  
Diary Study ◽  
Short Term ◽  
Team Members ◽  
Daily Diary Study ◽  
Team Motivation

Research on the shared leadership-team effectiveness relationship is mostly based on between-team findings, without accounting for within-team relationships. Following this premise, we utilize a short-term perspective to examine the mediational pathways of day-level shared leadership on team work engagement and goal attainment. To capture these within-team relationships, we conducted a daily-diary study. We collected daily measures from 53 teams with 187 team members resulting in 725 person-days and 207 team-days. The results supported our hypotheses as daily shared leadership was indirectly linked to daily goal attainment by increasing team work engagement over cohesion and conflict management. The findings contribute to the understanding of within-team associations of shared leadership with team motivation and effectiveness. Limitations and directions for further research are then discussed.Keywords:

scholarly journals How and When Job Crafting Relates to Employee Creativity: The Important Roles of Work Engagement and Perceived Work Group Status Diversity

2021 ◽  
Vol 18 (1) ◽  
pp. 291
Author(s):  
Wenqing Tian ◽  
Huatian Wang ◽  
Sonja Rispens
Keyword(s):  
Work Engagement ◽  
Work Group ◽  
Work Environments ◽  
Job Crafting ◽  
Diary Study ◽  
Creative Performance ◽  
Group Status ◽  
Creative Processes ◽  
Energy Company ◽  
Weekly Work

Creative employees are treasured assets for organizations. However, relatively little is known about what specific actions employees can take to manage their own creative process. Taking a motivational perspective, this study examined how job crafting behaviors positively link to employee creative performance through work engagement, and whether perceived work group status diversity moderates this relationship. We conducted a weekly diary study in which 55 employees from a Chinese energy company were asked to fill in diaries over four consecutive weeks (176 observations in total). Results of the multilevel analyses showed that weekly job crafting behaviors were positively related to weekly creative performance through increasing weekly work engagement. In contrast to our expectation, we found that weekly job crafting behaviors were more positively related to weekly creative performance when perceived work group status diversity was high. In summary, our study suggests that job crafting behaviors are effective actions employees can take to manage their creative processes through increasing work engagement. In addition, we stress that status diversity in existing work environments is an important contextual factor that shapes the job crafting process.

The influence of shared leadership on team performance with team personality composition as a moderating variable in student business project at Ciputra University Surabaya

2021 ◽  
Vol 9 (1) ◽  
pp. 7
Author(s):  
Michelle Koesoema ◽  
Fanny Septina
Keyword(s):  
International Business ◽  
Team Performance ◽  
Shared Leadership ◽  
Sampling Method ◽  
Business Management ◽  
Leadership Team ◽  
University Student ◽  
Team Personality ◽  
Management Students ◽  
The Relationship

This study was conducted to determine the effect of shared leadership and team performance with team personality composition as the moderating effect  on Ciputra University Student business project. In order to collect data, this study distributed questionnaires to 146 International Business Management students class of 2017 by using the purposive sampling method. In this study, an analysis of the variables of shared leadership, team performance and team personality composition were analyzed as moderators for shared leadership on team performance. The results of the study found that the shared leadership variable had a significant effect on team performance. Meanwhile, the team personality composition did not moderate the relationship between shared leadership and team performance.

The impact of followers’ conflict behaviors on teams’ transformational leadership, team member exchange and engagement

2017 ◽  
Vol 28 (4) ◽  
pp. 509-532 ◽  
Author(s):  
Vincent Kai Jie Aw ◽  
Oluremi Bolanle Ayoko
Keyword(s):  
Problem Solving ◽  
Work Engagement ◽  
Team Work ◽  
Team Leaders ◽  
Content Type ◽  
Conflict Behaviors ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Relationship

Purpose Although how leaders shape their followers’ behaviors and outcomes is core to the leadership literature, empirical research exploring how followers might impact their leaders’ behaviors is just emerging. Using a follower-centric approach, this study aims to examine the link between followers’ conflict behaviors, transformational leadership (TL) and the quality of team member exchange (TMX). Additionally, the authors hypothesized and tested the moderating role of TMX quality in the relationship between TL and teams’ work engagement. Design/methodology/approach Quantitative data were collected randomly from 261 employees in 41 teams to examine the connection between followers’ conflict behaviors, TL and TMX and team engagement. Findings Using bottom-up/bootstrapping approach, results showed followers’ problem-solving conflict behaviors were positively linked with team leaders’ TL behaviors while improving TMX quality. Additionally, TL was connected with high levels of team work engagement and this connection was enhanced by TMX quality. Implications of the results are discussed. Research limitations/implications Although this conceptual model revealed followers as impacting TL and TMX, there is also a possibility that TL and TMX quality may be able to impact employees’ conflict behaviors. Additionally, the current study adopted a cross-sectional research design which does not allow for an assessment of cause and effect. Therefore, caution should be taken in interpreting the results. Finally, the authors studied employees from a single national culture. Yet, they know that national culture may influence the relationship between TL and conflict at the individual and team levels. Overall, the present research showed that individual followers’ conflict behaviors were associated with TL behaviors and TMX quality. Practical implications On a practical note, managers would be more successful in managing conflict in teams if they would observe their followers’ conflict behaviors and act as role models in displaying problem solving conflict behaviors – an approach that has been identified in this study to assist in eliciting transformational behaviors from the leader. Furthermore, training is indicated. Organizations should consider training leaders in TL given that our result shows that TL has a direct positive connection with employee’s work engagement. Specifically, the followers’ conflict behaviors should now be incorporated into the leadership (e.g. transformational) training programs. Finally, managers who need to boost team work engagement should consider increasing the quality of the TMX in the team. Social implications The leaders behavioral style may partly be dependent on the followers’ conflict management behaviors. Originality/value Thus far, research on leadership have been leader-centric, and while the authors are aware that followers have an important role in shaping the leaders’ behaviors, research in this area has until recently ignored how followers might impact their leaders’ style, processes and the quality of employee interactions, especially at the team level. The authors found for the first time that problem-solving conflict behaviors were connected with team leaders’ TL style and TMX quality.

scholarly journals Relational job crafting: Exploring the role of employee motives with a weekly diary study

2018 ◽  
Vol 72 (4) ◽  
pp. 859-886 ◽  
Author(s):  
Yasin Rofcanin ◽  
Arnold B. Bakker ◽  
Aykut Berber ◽  
Ismail Gölgeci ◽  
Mireia Las Heras
Keyword(s):  
Impression Management ◽  
Work Engagement ◽  
Work Performance ◽  
Positive Association ◽  
Job Crafting ◽  
Work Outcomes ◽  
Dark Side ◽  
Diary Study ◽  
Research Stream ◽  
Matched Data

In this weekly diary study, we integrated research on job crafting to explore the associations between expansion and contraction oriented relational job crafting, work engagement and manager-rated employee behaviours (work performance and voice). Furthermore, we investigated cross-level moderations of prosocial and impression management motives on our proposed associations. We tested our hypotheses with matched data collected over seven weeks in Istanbul, Turkey. The results from multilevel analyses revealed that (a) expansion oriented relational job crafting is positively related with work performance and voice via work engagement, while (b) contraction oriented relational job crafting is negatively related with work performance and voice via work engagement, all measured at the week level. Furthermore, impression management motives of employees moderated the association between expansion oriented relational job crafting and work engagement in that this positive association is stronger for employees low on impression management motives. Our results contribute to job crafting research in two ways. First, it focuses on relational job crafting and discusses how and why the two opposite types of relational job crafting (expansion versus contraction oriented) impact on work engagement and employees’ key outcomes in the way they do. This addresses the question ‘ is there a dark side to job crafting?’ Second, it focuses on the importance of context and integrates two motives relevant to understand how relational job crafting unfolds, thereby taking a step to address questions for whom (i.e. what kinds of employees), relational job crafting is more effective and translates into enhanced (vs deteriorated) work outcomes. Moreover, our use of a weekly within-person design adds to a recently growing research stream emphasizing the dynamic nature of job crafting.

scholarly journals Engaging Leadership and Its Implication for Work Engagement and Job Outcomes at the Individual and Team Level: A Multi-Level Longitudinal Study

2020 ◽  
Vol 17 (3) ◽  
pp. 776 ◽  
Author(s):  
Vivi Gusrini Rahmadani ◽  
Wilmar B. Schaufeli ◽  
Jeroen Stouten ◽  
Zhenduo Zhang ◽  
Zulkarnain Zulkarnain
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Team Work ◽  
Work Behavior ◽  
Job Outcomes ◽  
Innovative Work Behavior ◽  
Team Innovation ◽  
Innovative Work ◽  
The Individual ◽  
Employee Learning

The current study investigates how supervisors’ engaging leadership, as perceived by their employees, increases employees’ job outcomes at the individual and team level, as mediated by (team) work engagement. Job outcome indicators at the team level are team performance, team learning, and team innovation; and at the individual level, job performance, employee learning, and innovative work behavior. The novel concept of engaging leadership is presented as the specific type of leadership to foster (team) work engagement. A multi-level longitudinal study is conducted among 224 blue collar employees nested in 54 teams in an Indonesian state-owned holding company in the agricultural industry using a one-year time lag. The findings show, as expected, that at the team level, engaging leadership at time 1 predicted team learning and team innovation (but not team performance) at time 2, via team work engagement at time 2. Additionally, an expected cross-level effect was observed from engaging leadership at the team level at time 1 predicting individual job performance (but not employee learning and innovative work behavior) at time 2, via team work engagement at time 2. Finally, an expected second cross-level effect was observed for engaging leadership at the team level at time 1, which predicted individual job performance, employee learning, and innovative work behavior at time 2, via work engagement at time 2.

scholarly journals UPAYA PENGEMBANGAN SOFT SKILL SISWA SMA MELALUI PRAMUKA

2020 ◽  
Vol 34 (2) ◽  
pp. 117-124
Author(s):  
Dwi Aprilia Wati ◽  
Sigit Pranawa ◽  
Abdul Rahman
Keyword(s):  
High School ◽  
Social Skills ◽  
Time Management ◽  
Goal Attainment ◽  
Soft Skills ◽  
Team Work ◽  
Relationship Building ◽  
Talcott Parsons ◽  
Soft Skill ◽  
Management Leadership

Penelitian ini mengkaji upaya pengembangan soft skill siswa SMA melalui kegiatan pramuka. Penelitian ini merupakan penelitian deskriptif kualitatif yang menggunakan teori fungsionalisme struktural dari Talcott Parsons dengan sistem AGIL, yaitu Adaptation, Goal Attainment, Integration, dan Latency sebagai dasar analisis data. Partisipan penelitian adalah 24 siswa dan 1 pembina pramuka di sebuah SMA Negeri di Kabupaten Karanganyar, Jawa Tengah. Data dikumpulkan melalui observasi, wawancara, dan dokumentasi. Hasil penelitian menunjukkan bahwa kegiatan pramuka dapat membantu mengembangkan soft skill siswa terutama kemampuan sosial dan kemampuan personal. Kemampuan sosial terdiri dari communication skill, relationship building, dan team work, sedangkan kemampuan personal terdiri dari time management, leadership skill, dan transforming character (percaya diri, tanggung jawab, mandiri, kreatif, cinta alam, dan berjiwa sosial). Kedua kemampuan soft skill dikembangkan melalui partisipasi siswa dalam kegiatan Pramuka dan keanggotaan siswa sebagai Dewan Ambalan Pramuka.This study examines efforts to develop soft skills for high school students through scouting activities. This research is a qualitative descriptive study that uses Talcott Parsons’ structural functionalism theory with the AGIL system, namely Adaptation, Goal Attainment, Integration, and Latency as the basis for data analysis. Research participants were 24 students and one scout coach in a public high school in Kabupaten Karanganyar, Jawa Tengah. Data were collected through observation, interviews, and documentation. The results showed that scouting activities could help develop students' soft skills, especially social skills and personal abilities. Social skills consist of communication skills, relationship building, and team work, while personal abilities consist of time management, leadership skills, and transforming character (self-confidence, responsibility, independence, creativity, love of nature, and social spirit). Both soft skill abilities are developed through student participation in scouting activities and student membership as Scouting Council.

scholarly journals Trabalho em equipa em Portugal: Uma década de progresso

Psicologia ◽  
2020 ◽  
Vol 34 (1) ◽  
pp. 24-42
Author(s):  
Pedro Marques-Quinteiro ◽  
António Abrantes ◽  
Patrícia Costa ◽  
Luís Curral ◽  
Ana Margarida Graça ◽  
...  
Keyword(s):  
Work Engagement ◽  
Team Work

Na última década em Portugal assistimos à explosão do número de estudos acerca dos fatores psicológicos e contextuais que antecedem a eficácia das equipas em ambientes de trabalho complexos e extremos. Esta investigação tem-se centrado em torno dos aspetos comportamentais (e.g. coordenação, liderança), cognitivos (e.g. modelos mentais partilhados, sistemas de memória transitiva) e afetivos (e.g. coesão, team work engagement) que nos ajudam a explicar por que razão algumas equipas têm um desempenho melhor, estão mais satisfeitas com o seu trabalho e acreditam que são mais viáveis (mesmo as que trabalham em condições adversas). Ao longo deste artigo, fazemos não só uma revisão da investigação feita sobre o tema do trabalho em equipa nos últimos dez anos em Portugal, como estabelecemos pontes com outros trabalhos internacionais e apresentamos algumas sugestões para o futuro da investigação desta área na próxima década.

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