Task uncertainty is a key factor in teamwork research. This study analyzed the psychometric characteristics of the Spanish Model of Group Tasks Uncertainty (MITAG) in two German samples. The ...participants (501 team members and 104 team leaders from a German research organization) answered the MITAG together with selected items from the German Job Diagnostic Survey (JDS) and the instrument Ambiguity facets of work (Ambiguitätsfacetten der Arbeit, AfA). Confirmatory factor analysis did not reproduce the original 4-factor structure in the German sample, although the 3 newly identified factors unclarity of goals, new situations, and non-routine resemble the original factors. Results showed sound internal consistency and confirmed the convergent and discriminant validity of the new factors. The MITAG offers a concept-based short scale for researchers and practitioners.
Celotno besedilo
Dostopno za:
DOBA, IZUM, KILJ, NUK, PILJ, PNG, SAZU, SIK, UILJ, UKNU, UL, UM, UPUK
Following the call of recent reviews on leadership and well-being, the purpose of this study is to examine how and when two contrasting leadership styles, transformational leadership (TFL) and ...passive-avoidant leadership (PAL), are related to employees' anxiety and thereby either promote or inhibit employees' well-being. Using the prominent job demands-resources (JD-R) model as a theoretical framework, we propose that the relationship between leadership behavior and anxiety is mediated by organizational job demands, namely, role ambiguity (RA), and job resources, namely, team climate for learning (TCL), as well as moderated by autonomy as important job characteristic. A sample of 501 knowledge workers, working in teams in a German research and development (R&D) organization, answered an online survey. We tested moderated multiple mediation models using structural equation modeling (SEM). Results demonstrated that the relationships between TFL as well as PAL on the one hand and anxiety on the other hand were fully mediated by RA and TCL. Job autonomy moderated the quality of the leadership-job demand relationship for TFL and PAL. This paper contributes to understanding the complex relationship between leadership and followers' well-being taking into account a combination of mediating and moderating job demands and resources. This is the first study that examines the effects of TFL and PAL on well-being taking into account the job demand RA and team processes and autonomy as resources.
This study focuses on the transformational leadership-work engagement relationship by investigating resource and demand pathways for daily off-work recovery and employee wellbeing (EWB). While ...previous research highlighted how transformational leadership energizes employees to engage at work, energy is a finite resource requiring daily restoration for EWB. Yet, how the leader’s energizing effect relates to daily employees’ recovery remains unknown. Following job demands-resource-recovery theory, we test two pathways that relate the transformational leadership-work engagement relationship to daily employee recovery: (a) Resource-based via resource-building, (b) demand-based via increased demands. Utilizing a 10-day, two daily measurement (N = 88) study, multilevel path analyses revealed: transformational leadership predicted via work engagement (b = .17, p < .05) role clarity (b = .56, p < .01), then positive (b = .39, p < .01), and negative work-nonwork spillover (b = –.38, p < .01). Positive work-nonwork spillover predicted recovery positively (b = .25, p < .01), negative work-nonwork spillover negatively (b = –.40, p < .01). Recovery predicted EWB for positive (b = .38, p < .01) and for negative (b = –.43, p < .01) affect. Work engagement predicted workload (b = .35, p < .01), further negative (b = .33, p < .01) and positive work-nonwork spillover (b = –.16, p < .01), hampering EWB. As one pathway effect might cancel the other, the main effect of transformational leadership on EWB was not significant in the integrative model (p > .05). Results highlight dark and bright sides of the transformational leadership-work engagement relationship regarding daily recovery.
Abusive leaders affect employees’ emotions and health and produce counterproductive behaviors that cause economic damage to organizations. The literature has focused predominantly on the antecedents ...of abusive supervision and its negative impact, providing knowledge on mechanisms that link abusive supervision to consequences for subordinates. There has been limited research on the supervisor perspective, on the group level, and on recovery. This review makes three contributions: first, we examine the theoretical approaches used by previous research studies to understand abusive supervision. Second, we analyze the types of mechanisms that explain how and when an abusive supervision process occurs. Third, we identify and discuss applied methodologies and limitations. Based on the preferred reporting items for systematic reviews and meta-analysis guidelines, and transactional well-being process perspective, we analyzed 171 empirical manuscripts and 239 samples between 2010 and July 2020. We identified a growth in abusive supervision research between 2018 and 2020 and found 101 different theories. Most of these theories view abusive supervision from a social, relational, or affective perspective, but seldom from an emotional perspective. We classified four types of mechanisms: simple relations between abusive supervision and antecedent-consequences (12), moderators (47), mediators (26), and a combination of mediators and moderators (86). We found that research has mostly been performed at the employee level or on dyads; studies that analyze the team level are rarely found. We identified two methodological problems: cross-sectional designs, which do not allow the analysis of its causality, and the increased risk of common method variance that may influence the results obtained
via
single-source data. In conclusion, the theories used have focused on employee perceptions, which have not enabled the broadening of the abusive supervision concept to include the supervisor’s perspective and a recovery-related perspective. Research on how and when abusive supervision occurs analyzed with complex mechanisms using emotional variables and appropriate daily methodologies has been scarce. We propose a theoretical expansion including emotional theories to uncover emotional consequences of abusive supervision and the recovery concept to provide a deeper insight into abusive supervision process. We contend that longitudinal and diary designs that include teams and supervisor levels are necessary.
The aims of this research are to analyze the psychometric properties of the Philippine (N = 308) and German (N = 200) version of the Human System Audit transformational leadership short-scale ...(HSA-TFL short-scale) and to identify whether transformational profiles are similar or different in both countries. In todays’ globalized environment, the number of multinational organizations increases and trade relations between countries become straighter. This intensifies the companies’ need for short leadership instruments that are scientifically designed, reliable and quick to apply. We analyzed factor structure, convergent and criterion validity, as well as transformational profiles for Germany and the Philippines, both important economies in their regional economic blocks that experienced a considerable growth of their bilateral relations. Results indicate that the HSA-TFL short-scale is a reliable instrument (Philippines: α = .90; Germany: α = .91) with a one-factor structure for the Philippine (RMSEA = .08, CFI = .88) and the Germany version (RMSEA = .06, CFI = .89) showing convergent validity for both countries. Criterion validity was different in both countries and sensible to the cultural context. The transformational profiles, using the Multifactor Leadership Questionnaire (MLQ-5X), showed differences for both countries. This research provides empirical evidence for the validity and usefulness of the HSA-TFL short-scale.
The purpose of this paper is to clarify how leadership is able to improve team effectiveness, by means of its influence on group processes (i.e., increasing group development) and on the group task ...(i.e., decreasing task uncertainty). Four hundred and eight members of 107 teams in a German research and development (R&D) organization completed a web-based survey; they provided measures of transformational leadership, group development, 2 aspects of task uncertainty, task interdependence, and team effectiveness. In 54 of these teams, the leaders answered a web-based survey on team effectiveness. We tested the model with the data from team members, using structural equations modeling. Group development and a task uncertainty measurement that refers to unstable demands from outside the team partially mediate the effect of transformational leadership on team effectiveness in R&D organizations (
< 0.05). Although transformational leaders reduce unclarity of goals (
< 0.05), this seems not to contribute to team effectiveness. The data provided by the leaders was used to assess common source bias, which did not affect the interpretability of the results. Limitations include cross-sectional data and a lower than expected variance of task uncertainty across different job types. This paper contributes to understanding how knowledge worker teams deal effectively with task uncertainty and confirms the importance of group development in this context. This is the first study to examine the effects of transformational leadership and team processes on team effectiveness considering the task characteristics uncertainty and interdependence.
Anxiety in a digitalised work environment Pfaffinger, Katharina F.; Reif, Julia A. M.; Spieß, Erika ...
Gruppe. Interaktion. Organisation. Zeitschrift für angewandte Organisationspsychologie,
03/2020, Letnik:
51, Številka:
1
Journal Article
Recenzirano
Odprti dostop
This article in the journal Gruppe. Interaktion. Organisation. (GIO) presents a qualitative study which aims at conceptualising digitalisation anxiety. The increasing spread of digital technologies ...has consequences for how we live, work, and communicate. Alongside positive opportunities, digitalisation also involves risks and can lead to negative reactions such as anxiety. We conducted 26 interviews examining the psychological roots of digitalisation anxiety. We found that the digitalisation megatrend evokes anxieties related not only to individual or organisational changes, but also broader societal considerations. Based on our results, we suggest interventions that could help organisations, teams, and individuals cope with the triggers of digitalisation anxiety in order to improve people’s feelings and experiences related to digitalisation.
Research on workplace cyberbullying (WCB) is still scarce and needs verification. This study addressed the indirect influence of positive and negative leadership on WCB via perceived role stressors ...and negative team climate. The main goal is to test the applicability of the work environment hypothesis and job demands-resources model for WCB on a cross-sectional sample of n = 583 workers in Germany (n = 334) and Spain (n = 249). We tested multiple mediation models, and findings revealed that negative (passive-avoidant) leadership increased role and team stressors and thereby WCB exposure, whereas positive (transformational) leadership decreased the same stressors and thereby reduced WCB exposure. No cross-cultural differences were found, indicating portability of the results. This study highlights the explanatory factors for WCB at individual and team level and emphasizes the role of managers as shapers of the work environmental antecedents of WCB in the emergent digitalized working world. Theoretical implications and future research avenues are discussed.
We analyzed the differences, by Student's t-test and ANOVA, between nurses and physicians from Portugal, Poland, Spain, and United Kingdom regarding their relationship with their work and ...organization. In total, 1,401 professionals answered the HSA-QHPR questionnaire. There are different levels of connection between physicians and nurses. The United Kingdom has the lowest levels of connection with the work while Portugal has the highest levels of relationship with the organization. The results provide guidelines for the development of policies and differential strategies aimed at improving the quality of healthcare service.
Many current working conditions are characterized by increasing blurred boundaries between work and nonwork with spillover that impact employees’ and recovery processes and wellbeing. Research, ...although emerging, considers these processes in the leadership-wellbeing relationship insufficiently. The main aim of this study, therefore, was to enhance our understanding of the role of leadership on employee’s work-nonwork interface and wellbeing. To address these processes adequately, longitudinal research is most appropriate. To our best knowledge, no review exists that could inform longitudinal studies on the leadership-employee wellbeing relationship with a focus on spillover and recovery processes. Following the PRISMA Extension for Scoping Reviews, we apply a narrative synthesis of 21 identified studies to organize the research landscape. We make three main contributions: First, we adopt an integrated resource-demands based process perspective and expand the leadership-employee wellbeing relationship by including spillover and recovery. Second, we map the used theoretical approaches and analyzed research gaps. Third, we offer a list of the issues and potential remedies of applied methodologies to orient further research. Results show, that while work-nonwork research is predominantly approached from a negative conflict-based view, research focused more on positive than on negative leadership. We identify two broad categories of investigated mechanisms, namely bolstering/hampering mechanisms, and buffering/strengthening mechanisms. Findings also highlight the importance of personal energy resources and therefore call for more attention to affect-driven theories. The identified predominance of the IT and healthcare sectors and of working parents warrants more representative research. We offer recommendations to advance future research both theoretically and methodologically.
PDF
