Coaching Cohesive Teams

Loughead, Todd M.; Boisvert, Matthieu M.; Hirsch, Katherine E.

doi:10.1007/978-3-030-63912-9_16

Cited by 2 publications

(1 citation statement)

References 49 publications

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“…When a group has been formed, it needs the cohesiveness of its members to achieve the same goal. This is because cohesiveness is a process where group members create a sense of interest, dependence, and familiarity that can give them encouragement to work better together to make it easier for the organization to achieve goals (Ganotice et al, 2022) Cohesiveness according to (Hanggardewa, 2018;Loughead et al, 2020;Lvina et al, 2018;Stoica et al, 2020) is one part that can increase the sense of attachment between individuals as members and the team and organization that oversees them. Cohesiveness is related to the psychological condition of individuals and other individuals in the group in which there are things such as interaction (Lukitasari, 2020), communication (Kusdyantoro et al, (Purwaningtyastuti & Savitri, 2020), and interest so that individuals have the desire to continue to contribute to the group in achieving the goals of the group (Riisla et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

We are Team: Effectiveness of Team Building Training to Improve Cohesiveness

Adriansyah¹,

Prastika²,

Muhliansyah³

2023

J. Professional Business Review

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Purpose: This study aims to determine the effectiveness of the influence of team building training to increase cohesiveness in Psychology students at Mulawarman University. Theoretical framework: Cohesiveness is one part that can increase the sense of attachment between individuals as members and the team and organization that oversees them. Team building training is carried out so that members of student organizations can have an interest in wanting to continue to be with the organization in achieving common goals as a whole team Design/methodology/approach: The research design used was a pre-test and post-test on 20 students divided into 10 experimental groups and 10 control groups. Cohesiveness scale adapted by researchers from Data analysis using Wilcoxon and Mann-Whitney U Test using SPSS 26 Software for Windows. Findings: The results of the analysis used the Wilcoxon test which compared the cohesiveness scores in the experimental group before and after training showed a value of Z = -2.810, = p 0.005 (p < 0.05) meaning that there was a difference in the cohesiveness scores before and after being given the team building training treatment, so that there was an increase in cohesiveness significantly after giving the team building training treatment. The results of the analysis using the Mann-Whitney U Test showed a value of Z = -1.288, p = 0.198 (p > 0.05) meaning that there was no difference in the level of cohesiveness between the experimental group that was given the team building treatment and the control group that was not given the team building training treatment. Research, Practical & Social implications: The study is useful for organizational activities are also expected to continue to make their best contribution to the organization and the wider community. Originality/value: The value of the study based on the analytical data discussed in the previous sub-chapter, it can be concluded that team building training is able to provide changes and increase cohesiveness in organizational students. That is, if training is given to students of the organization regularly and followed by consistent supervision and evaluation, then cohesiveness in the student organization can increase.

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Section: Introductionmentioning

confidence: 99%

We are Team: Effectiveness of Team Building Training to Improve Cohesiveness

Adriansyah¹,

Prastika²,

Muhliansyah³

2023

J. Professional Business Review

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The Social Value of Leadership: a Contribution from the Leadership Efficacy Model

Gomes

2023

Trends in Psychol.

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Leadership can have a profound and hopefully positive impact on followers, representing a central topic in social and behavioral sciences. However, leadership can also lead to negative consequences in some situations. It is yet unclear how to determine the conditions for a negative versus a positive leadership. In this paper, it is proposed that leadership should assume a social value in order to represent a useful phenomenon for all individuals involved in the leadership process. Specifically, social value is defined as the respect of collective values and ethical standards of the surrounding context, and respect of legitimate expectations and needs of individuals involved in the leadership activity. Thus, it is important to note that, based on this concept of social value, leadership is conceptualized as a process of influence between leaders and followers based on common and positive ideals that will have the potential to produce relevant changes for all involved. This work debates the social value of leadership, according to the leadership efficacy model that proposes that three dimensions are involved in the impact produced by leadership: leadership cycles, leadership styles, and antecedent factors of leadership. Some examples are provided about how the model can reinforce the social value of leadership, along with some preliminary data about the model. This work concludes with a debate about the nine principles of leadership that increase the chances of leaders producing desirable effects in others.

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Coaching Cohesive Teams

Cited by 2 publications

References 49 publications

We are Team: Effectiveness of Team Building Training to Improve Cohesiveness

We are Team: Effectiveness of Team Building Training to Improve Cohesiveness

The Social Value of Leadership: a Contribution from the Leadership Efficacy Model

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