Towards Team Engagement Through Team Empowerment: Moderating Roles of Team Reflexivity and Team Orientation

Gupta, Pragya; Mohapatra, Mamta; Srivastava, Shalini

doi:10.1177/09721509221075865

Cited by 7 publications

(5 citation statements)

References 88 publications

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“…In line with Self-Determination Theory (Deci and Ryan, 2000) and Flow Theory (Csikszentmihalyi, 1990) teams that strongly engage in TLBs show higher work engagement. These results are consistent with studies in other domains and other types of teams investigating parts of TLBs and work engagement (Matsuo, 2020;Gupta et al, 2022;Peeters et al, 2022). Furthermore, our findings indicate that all TLBs (i.e., knowledge sharing, co-construction, constructive conflict, and team reflection) are carried out with similar frequency and positively related to work engagement.…”

Section: Antecedents Of Work Engagementsupporting

confidence: 92%

“…TLBs lead to change and improvement in the team ( Decuyper et al, 2010 ). In addition, TLBs were found to predict team performance ( Leicher and Mulder, 2016 ) and team cognition such as shared mental models ( Widmann and Mulder, 2020 ), and parts of TLBs such as team reflection were also found to affect work engagement ( Matsuo, 2020 ; Gupta et al, 2022 ). Since the objective of this study is to provide insights into the role of team behaviors on team members’ work engagement, we focus on the actual interactions within the team instead of the outcomes of these interactions, such as team cognitions.…”

Section: Introductionmentioning

confidence: 99%

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Team behaviors as antecedents for team members’ work engagement in interdisciplinary health care teams

Gerbeth

Mulder

2023

Front. Psychol.

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IntroductionDue to the increasing complexity and diversity of work tasks in teams, teams need team members who are dedicated and energetic, both characteristics attributed to team members’ work engagement. Especially in the domain of health care, high demands at work impact professionals’ work engagement. Despite teams being the main work unit in this domain, team research on antecedents of work engagement has been neglected. The present study examines the role of team behaviors such as reflection activities in the relationships between demands at work and team members’ work engagement. In doing so, the study aims to extend findings on team behaviors by considering cognitive and work-task related team behaviors as well as team behaviors that focus on emotional aspects.MethodsData of 298 team members of 52 interdisciplinary teams of health and social care organizations which provide care and assistance were collected in this cross-sectional survey study. Relationships between team demands at work, team learning behaviors, dealing with emotions in the team and team members’ work engagement were estimated in a mediation model using structural equation modeling (SEM).ResultsThe results indicate that team members’ work engagement is positively related to team learning behaviors and dealing with emotions in the team. Cognitive team demands at work such as the complexity of work tasks, were found to relate positively to team members’ work engagement, while emotional team demands such as the amount of emotional labor at work had a negative relationship. Team learning behaviors and dealing with emotions in the team were found to mediate the relationship between team demands at work and team members’ work engagement.DiscussionOur results provide insights into the actual behavior of teams in the domain of health care, both on cognitive and emotional aspects, and the capability of team learning behaviors and dealing with emotions in the team to mediate the relationship between team demands at work and team members’ work engagement. The findings encourage future researchers and practitioners to address cognitive, emotional and motivational components in team research to provide a better understanding of team conditions, team behavior and team outcomes.

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Section: Antecedents Of Work Engagementsupporting

confidence: 92%

Section: Introductionmentioning

confidence: 99%

Team behaviors as antecedents for team members’ work engagement in interdisciplinary health care teams

Gerbeth

Mulder

2023

Front. Psychol.

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“…There is empirical support for a correlation between psychological team empowerment and entrepreneurial team creativity. When team members feel psychologically empowered, they tend to exhibit greater levels of motivation, engagement, and confidence, which can lead to increased creativity and innovation in entrepreneurial teams (Gupta et al, 2022;Adunola, 2022). Psychological empowerment entails a sense of autonomy and competence in one's employment.…”

Section: Discussionmentioning

confidence: 99%

“…Thus, boosting team climate, performance, job happiness, and cohesion can increase team psychological empowerment and performance. Gupta et al (2022) investigated how psychological empowerment affects team performance. Psychological empowerment increased team effectiveness in 30 situations.…”

Section: Psychological Empowerment Of Teammentioning

confidence: 99%

The Impact of Female Leadership Style on Team Creativity in Rising English Education Group in China

Ruiyao,

Keat,

Ahmad

2023

J. Professional Business Review

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Purpose: Corporate innovation might be slowed by team creativity and other factors. When a company's team creativity is low, innovation suffers, impacting its market competitiveness and technological advancement. Low-creativity teams make more mistakes, slowing down the project and making it more difficult to achieve its goals. Teams who do not innovate will not be able to expand or compete. The impact of female entrepreneurs' leadership styles on team innovation has not been researched in China's education administration. This study will look at how the leadership styles of successful female business owners promote innovative teamwork. Theoretical framework: This study developed a theoretical model based on the constitutive theory of creativity, with transformational leadership, empowering leadership, authoritative leadership, and participative leadership as independent variables, entrepreneurial team creativity as the dependent variable, team psychological empowerment as the mediating variable, and the nature of the company's business as the moderating variable. Methodology: This research looks at how strong female leaders help Rise English Educational Organization. This study looks at how different female leadership styles affect group morale, effectiveness, and innovation. Research, Practical & Social implications: Through a review of existing literature and similar studies, this chapter outlines the theoretical model and related hypotheses of this study and provides a more specific direction for the accompanying empirical investigation. Female team leaders frequently place a high importance on effective communication and collaboration. They promote open dialogue, paying attention, and making valuable comments. These modes of communication make it easier for people to share ideas and collaborate, which is beneficial to team innovation. When their manager is a woman, team members who feel mentally encouraged are more inclined to think imaginatively, take the initiative, and help solve difficulties. Originality/value: This beneficial relationship between a woman's leadership style and the psychological freedom of the team can encourage team members to be more creative and imaginative. Team psychological strength can help explain the connection between how a woman leads and how creative her team is, but it is not the sole factor influencing team creativity. The objective of the business, the people on the team, and the tools available can all have an impact on team creativity.

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“…Team empowerment is a motivational process whereby the team develops the competence to take charge of achieving its goals within the organization (Gupta et al ., 2022; Kirkman and Rosen, 1999). Team empowerment is considered an essential positive team resource for coping adaptively with today’s competitive work environment, and for achieving various desired organizational outcomes, such as performance, organizational commitment, and team engagement (Gupta et al ., 2022). While there has been a growing literature examining the relationship between team empowerment and performance outcomes (e.g.…”

Section: Introductionmentioning

confidence: 99%

How does school management team empowerment relate to teachers' organizational citizenship behavior? A moderated mediation model

Birani-Nasraldin,

Somech,

Bogler

2024

IJEM

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PurposePrevious studies have examined the empowerment of individual teachers, while neglecting the fact that such a phenomenon might grow within a team. Building on the crossover model and social exchange theory, the aim of this study is to explore whether team empowerment among school management teams (SMTs), is transmitted to the school level and affects schoolteachers' job satisfaction and thereby schoolteachers' organizational citizenship behavior (OCB). Furthermore, we explored whether those relationships are moderated by team-member exchange (TMX) relationships.Design/methodology/approachData were collected from 86 principals, 357 SMT members and 683 schoolteachers from 86 schools.FindingsResults confirmed the mediating role of schoolteachers' job satisfaction, showing a positive relationship between SMT empowerment and schoolteachers' job satisfaction, and between job satisfaction and OCB. The moderation of TMX and the overall moderated mediation hypotheses were not supported.Research limitations/implicationsThe nature of data collected in the current study precludes any inference concerning the direction of casual links among the study constructs. Therefore, longitudinal studies could be designed, aimed at confirming the direction of links among the variables.Practical implicationsThe findings reinforce the impact of schoolteachers' job satisfaction on achieving OCBs. Hence, SMT members carry the responsibility to cultivate satisfied schoolteachers through schools' support mechanisms and guidance in order to achieve schoolteachers' OCB.Originality/valueThe study identifies SMT empowerment as a key factor that may indirectly encourage schoolteachers to invest in OCBs through positive attitudes of schoolteachers' job satisfaction.

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Towards Team Engagement Through Team Empowerment: Moderating Roles of Team Reflexivity and Team Orientation

Cited by 7 publications

References 88 publications

Team behaviors as antecedents for team members’ work engagement in interdisciplinary health care teams

Team behaviors as antecedents for team members’ work engagement in interdisciplinary health care teams

The Impact of Female Leadership Style on Team Creativity in Rising English Education Group in China

How does school management team empowerment relate to teachers' organizational citizenship behavior? A moderated mediation model

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