Development and validation of the team influence relations scale (TIReS)

Kozusżnik, Barbara; Paliga, Mateusz; Smorczewska, Barbara; Grabowski, Damian; Kożusznik, Małgorzata W.

doi:10.1108/bjm-01-2017-0023

Cited by 4 publications

(6 citation statements)

References 271 publications

(587 reference statements)

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“…The term “ collective communication ” is a particular group-related communication style, which refers to a group’s (or team’s) behavior and does not necessarily correlate with individual communication ( Kozusznik et al, 2018 ), although it may vary from the sum of individual factors ( Woolley et al, 2010 ). Collective communication can be described as the connections among people, feedbacks, and interrelations ( Weick and Roberts, 1993 ).…”

Section: Introductionmentioning

confidence: 99%

The Symphony of Team Flow in Virtual Teams. Using Artificial Intelligence for Its Recognition and Promotion

et al. 2021

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More and more teams are collaborating virtually across the globe, and the COVID-19 pandemic has further encouraged the dissemination of virtual teamwork. However, there are challenges for virtual teams – such as reduced informal communication – with implications for team effectiveness. Team flow is a concept with high potential for promoting team effectiveness, however its measurement and promotion are challenging. Traditional team flow measurements rely on self-report questionnaires that require interrupting the team process. Approaches in artificial intelligence, i.e., machine learning, offer methods to identify an algorithm based on behavioral and sensor data that is able to identify team flow and its dynamics over time without interrupting the process. Thus, in this article we present an approach to identify team flow in virtual teams, using machine learning methods. First of all, based on a literature review, we provide a model of team flow characteristics, composed of characteristics that are shared with individual flow and characteristics that are unique for team flow. It is argued that those characteristics that are unique for team flow are represented by the concept of collective communication. Based on that, we present physiological and behavioral correlates of team flow which are suitable – but not limited to – being assessed in virtual teams and which can be used as input data for a machine learning system to assess team flow in real time. Finally, we suggest interventions to support team flow that can be implemented in real time, in virtual environments and controlled by artificial intelligence. This article thus contributes to finding indicators and dynamics of team flow in virtual teams, to stimulate future research and to promote team effectiveness.

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Section: Introductionmentioning

confidence: 99%

The Symphony of Team Flow in Virtual Teams. Using Artificial Intelligence for Its Recognition and Promotion

et al. 2021

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“…Also, a lower perceived level of directiveness goes with a higher perception of effectiveness in building relationships. Contrariwise, DEI stems from cooperative orientation and entails goal attainment at a group level (Kożusznik et al, 2018). Because the execution of a managerial role requires choosing organizational goals over personal ones, and cooperation requires positive relationships, we expect a negative correlation between directiveness and DEI (H 9).…”

Section: Study 3: Personality and Influencementioning

confidence: 94%

Tactics of Influence and Deinfluentization, Personality and the Personal Sense of Power Among Polish Managers

Paliga

Pollak

Kozusżnik

2021

RPsych

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Power in organizations creates interpersonal settings and lays the ground for designating individual roles and positions of superiors and subordinates. In such a context, influence tactics are situation-specific behaviors used to change the behavior of others and achieve organizational goals. The notion that power and influence can be based on personal or positional variables was used to design the framework of the present studies intended to describe how trait- and state-like variables are related to influence tactics and deinfluentization. The subjects were 250 Polish managers. Study 1 (n = 250) was undertaken to collect data about the influence tactics of Polish managers to fill the void in information in the field of social psychology in organizations. In Study 2 (n = 104) we correlated influence tactics with the personal sense of power. The results proved that the perception of having the ability to exert power over others was positively related to rational persuasion, apprising, and pressure. In Study 3 (n = 69) we investigated the relationships of influence tactics and deinfluentization with the Big Five and directiveness. The results showed that Neuroticism was positively correlated with pressure, legitimating, and coalition, but negatively with rational persuasion and consultation. Extraversion was positively correlated with rational persuasion, so was Conscientiousness. Agreeableness was negatively related to coalition. Directiveness was in a positive relation with pressure but correlated negatively with personal appeals. Deinfluentization positively correlated with Agreeableness and negatively with directiveness.

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“…We conceptualize influence regulation as the ability to regulate one’s influence in the workplace in order to adequately fulfil the requirements of a situation, which—similarly to PsyCap—is changeable, i.e., can be developed and trained [ 26 ]. Because influence regulation particularly refers to influence withdrawal [ 27 ], those who regulate their influence can remain silent even though they could take part in a conversation, wait through a break in a conversation, abstain from commenting, and can diminish their importance in a conversation [ 26 , 27 ]. Also, people who regulate their influence arrange space for others to show their contribution.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Also, people who regulate their influence arrange space for others to show their contribution. Hence, they protect those who speak from verbal attacks, keep eye contact with an interlocutor, and approve of other people’s ideas [ 27 ]. If there is an individual or team that can effectively manage the situation and obtain better results [ 27 ], influence regulation allows the influence to be shared, thus making it possible to profoundly use the knowledge and skills of this team member or the team as a whole [ 28 ].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Hence, they protect those who speak from verbal attacks, keep eye contact with an interlocutor, and approve of other people’s ideas [ 27 ]. If there is an individual or team that can effectively manage the situation and obtain better results [ 27 ], influence regulation allows the influence to be shared, thus making it possible to profoundly use the knowledge and skills of this team member or the team as a whole [ 28 ]. Hence, influence regulation involves the ability to accept one’s vulnerability, despite the shame of not being a dependable individual.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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The relationships of psychological capital and influence regulation with job satisfaction and job performance

et al. 2022

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Background and aims The individual difference predictors of positive work attitudes and behaviors have been widely investigated in the field of positive organizational scholarship. However, to date, integrating studies linking positive psychological resources, such as Psychological Capital and influence regulation, with positive organizational outcomes are still scarce. Thus, the main aim of the present study was to examine the relationships of Psychological Capital and influence regulation with job satisfaction and job performance both at the individual and team levels. Methods Within the cross-sectional multi-source research involving both team leaders and team members from 34 different teams, we examined the relationships of Psychological Capital and influence regulation with job satisfaction and job performance. The relationships of the study variables were based on the positive organizational behavior and the broaden-and-build theory of positive emotions, which suggest the positive relationships of distinct positive psychological resources with positive work outcomes. Accordingly, in addition to the widely accepted concept of Psychological Capital (PsyCap), we employed and analyzed the complimentary construct of influence regulation (i.e., the ability to intentionally share social influence with others in the workplace) both at the individual and group levels. Results The results of hierarchical linear modeling with 304 individuals from 34 teams from a diverse sample of Polish employees indicated that team members’ PsyCap was positively linked to individual-level job satisfaction and two facets of job performance, i.e. creative performance and in-role performance. In contrast, no relationship was found between influence regulation and job satisfaction or job performance at both levels of analysis. Conclusion With regard to positive interpersonal resources, the findings highlight the role of PsyCap in predicting job satisfaction and job performance and broaden the understanding of positivity in the workplace by introducing the construct of influence regulation. Also, based on the study results, managerial implications are discussed.

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Development and validation of the team influence relations scale (TIReS)

Cited by 4 publications

References 271 publications

The Symphony of Team Flow in Virtual Teams. Using Artificial Intelligence for Its Recognition and Promotion

The Symphony of Team Flow in Virtual Teams. Using Artificial Intelligence for Its Recognition and Promotion

Tactics of Influence and Deinfluentization, Personality and the Personal Sense of Power Among Polish Managers

The relationships of psychological capital and influence regulation with job satisfaction and job performance

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