The Journal of applied psychology
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This study examined the roles of 3 multilevel motivational predictors in protégés' personal learning in teams: an autonomy-supportive team climate, mentors' autonomy support, and protégés' autonomy orientation. The authors followed 305 protégés in 58 teams for 12 weeks and found that all 3 predictors were positively related to the protégés' personal learning in teams and that an autonomy-supportive team climate augmented the effects of mentors' autonomy support and protégés' autonomy orientation on protégés' personal learning in teams. Protégés' personal learning in teams mediated the interactive effects of an autonomy-supportive team climate with mentors' autonomy support or protégés' autonomy orientation on protégés' behavioral and attitudinal outcomes, including their organizational citizenship behaviors and job involvement. The findings of this study provide business researchers and practitioners with valuable insights into the management of autonomy.
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Review Meta Analysis
Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review.
This paper provides meta-analytic support for an integrated model specifying the antecedents and consequences of psychological and team empowerment. Results indicate that contextual antecedent constructs representing perceived high-performance managerial practices, socio-political support, leadership, and work characteristics are each strongly related to psychological empowerment. Positive self-evaluation traits are related to psychological empowerment and are as strongly related as the contextual factors. ⋯ Further, the magnitude of parallel antecedent and outcome relationships at the individual and team levels is statistically indistinguishable, demonstrating the generalizability of empowerment theory across these 2 levels of analysis. A series of analyses also demonstrates the validity of psychological empowerment as a unitary second-order construct. Implications and future directions for empowerment research and theory are discussed.
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This article examines the team-level factors promoting advice exchange networks in teams. Drawing upon theory and research on transformational leadership, team diversity, and social networks, we hypothesized that transformational leadership positively influences advice network density in teams and that advice network density serves as a mediating mechanism linking transformational leadership to team performance. ⋯ Results based on multisource data from 79 business unit management teams showed support for these hypotheses. The results highlight the pivotal role played by transformational leadership and team members' CSEs in enhancing team social networks and, ultimately, team effectiveness.
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The study described here tested a model of how characteristics of the feedback environment influence the allocation of resources (time and effort) among competing tasks. Results demonstrated that performers invest more resources on tasks for which higher quality (more timely and more specific) feedback is available; this effect was partially mediated by task salience and task expectancies. ⋯ Results also demonstrated that performers do better on tasks for which higher quality feedback is available; this effect was mediated by resources allocated to tasks. The practical and theoretical implications of the role of the feedback environment in managing performance are discussed.
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We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U. S. ⋯ The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior and team performance, and for efforts to enhance leader development by combining knowledge from different leadership theories.