“…It is an intervention in which cohesive working groups learn to improve their teamwork skills by using a planned agenda (Tannenbaum et al, 1992). Svyantek et al (1999) investigated that teambuilding positively affected the efficiency of the workgroup. Klein et al (2009) and Salas et al (2008b) examined that team-building improves cognitive thinking (e.g., declarative knowledge of teamwork competencies), team member affective outcomes (e.g., team potency and trust), processes (e.g., coordination and communication), and team performance outcomes (e.g., productivity measures).…”
Section: The Serial Mediating Role Of Tbp and Twqmentioning
This research investigates the impact of transformational leadership (TL) style on project success (PS) in the indirect effect of serial mediation of team-building and teamwork quality (TWQ). A quantitative research approach was used for this study. Data were gathered from 374 professional information system development (ISD) project managers in Pakistan. The hypotheses were tested using regression analysis with bootstrapping. Both team-building and teamwork independently and serially mediate the relationship between the TL and PS of the project managers, respectively. The TL style of the project manager intensifies PS with team-building practices (TBP) and TWQ. The TL boosts TWQ in terms of communication, coordination, and cohesion to achieve a successful project. The findings suggest that TL is associated with PS through serial mediation of team-building and teamwork. No research to date has used this nascent methodology to explore the association between TL and PS.
“…It is an intervention in which cohesive working groups learn to improve their teamwork skills by using a planned agenda (Tannenbaum et al, 1992). Svyantek et al (1999) investigated that teambuilding positively affected the efficiency of the workgroup. Klein et al (2009) and Salas et al (2008b) examined that team-building improves cognitive thinking (e.g., declarative knowledge of teamwork competencies), team member affective outcomes (e.g., team potency and trust), processes (e.g., coordination and communication), and team performance outcomes (e.g., productivity measures).…”
Section: The Serial Mediating Role Of Tbp and Twqmentioning
This research investigates the impact of transformational leadership (TL) style on project success (PS) in the indirect effect of serial mediation of team-building and teamwork quality (TWQ). A quantitative research approach was used for this study. Data were gathered from 374 professional information system development (ISD) project managers in Pakistan. The hypotheses were tested using regression analysis with bootstrapping. Both team-building and teamwork independently and serially mediate the relationship between the TL and PS of the project managers, respectively. The TL style of the project manager intensifies PS with team-building practices (TBP) and TWQ. The TL boosts TWQ in terms of communication, coordination, and cohesion to achieve a successful project. The findings suggest that TL is associated with PS through serial mediation of team-building and teamwork. No research to date has used this nascent methodology to explore the association between TL and PS.
“…communication, stress levels, group dynamics, emotion, rest, etc.) (Baird, 2017;Chow, 1994;Faucett et al, 2007;Hurd et al, 2008;McHugh, 1993;Shields & Johns, 2016;Svyantek et al, 1999;Szilagyi, 1980;Tracy, 2013) would be more effective.…”
Employee recreation is among the tools, which can be appropriately used to increase employee productivity. In developing countries, both its insufficient use in workplaces, and a lack of academic studies and resources have led to inadequate knowledge and awareness about employee recreation. In this regard, the aim of this study was to test the applicability of employee recreation and its impact on employee productivity through a comprehensive recreation program. The research was carried out according to the Solomon Four Group Design. An employee recreation program covering 6 days a week was used as the intervention. The program was implemented for 6 weeks. The research group consisted of 101 employees of a medium-sized workplace in an Organized Industrial Zone. Significant differences were found in both within-group and between-group comparisons. As a result of the study, it was found that the employee recreation program had a large and positive effect on employee productivity.
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