时间压力下团队敬业度的出现:团队领导者的角色和团队氛围

IF 1.6 Q3 MANAGEMENT
Anshu Sharma, Jyotsna Bhatnagar
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引用次数: 16

摘要

目的本文旨在确定在时间压力背景下,团队参与作为一种集体团队层面的现象出现的决定因素。本文特别探讨了在时间压力条件下工作的团队如何利用他们的社会资源发展成为高度参与的团队。设计/方法论/方法本文通过整合团队流程、领导力和参与度领域的各种文献,开发了一个概念框架以及相关命题。这些论点从理论上嵌入到工作需求资源(JD-R)模型中,以解释在时间压力条件下团队参与的出现。研究结果基于JD-R模型提出的概念模型表明,在时间压力条件下工作的团队将其视为一种具有挑战性的工作需求,因此,将其社会资源作为应对机制,从而发展成为高度参与的团队。然而,论文发现,要想在时间压力下产生团队参与,团队需要两个重要的决定因素。这两个主要决定因素是团队领导者的参与行为和团队氛围。参与团队领导者的行为包括四个子组成部分:情感敏捷、幽默的使用、有效的授权和反馈质量。团队氛围由三个子组成:开放的沟通、工作中的乐趣和团队内部的同情心。只有具有强烈团队氛围和团队领导者参与行为的团队,才会在时间压力的环境下具有较高的团队参与度。研究局限性/影响本文为团队组织中的人力资源和直线经理提供了影响,以促进提高团队参与度的因素,使团队在时间压力下表现出色。独创性/价值本文确定了时间压力背景下团队参与度的决定因素,并通过从理论上探索如何利用团队的社会资源(团队领导者的参与行为和团队氛围)以积极的方式引导时间压力作为工作需求,以促进团队参与度,进一步加深了对团队过程的理解。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Emergence of team engagement under time pressure: role of team leader and team climate
Purpose This paper aims to identify the determinants of team engagement emerging as a collective team-level phenomenon under time pressure context. The paper particularly explores how teams working under time pressure conditions use their social resources to develop into highly engaged teams. Design/methodology/approach The paper develops a conceptual framework along with related propositions by integrating diverse literature from the field of team processes, leadership and engagement. The arguments are theoretically embedded into the job demands-resources (JD-R) model to explain the emergence of team engagement under time pressure conditions. Findings The suggested conceptual model based on the JD-R model reveal that teams working under time pressure conditions view it as a challenging job demand and, hence, use their social resources as a coping mechanism, thereby developing into highly engaged teams. However, the paper finds that for team engagement to emerge under time pressure, teams require two important determinants. These two main determinants are team leader engaging behaviors and team climate. Engaging team leader’s behaviors include four sub-components: emotional agility, use of humor, efficient delegation and quality of feedback. Team climate constitute three sub-components: open communication, fun at work and compassion within the team. Only teams which have a strong team climate and team leaders’ engaging behaviors tend to have high team engagement under time pressure contexts. Research limitations/implications The paper offers implications for both HR and line managers in team-based organizations to promote factors that enhance team engagement, for teams to perform under time pressure situations. Originality/value The paper identifies determinants of team engagement under time pressure context and further adds to the understanding of team processes by theoretically exploring how time pressure as a job demand can be channeled in a positive manner for promoting team engagement by using teams’ social resources: team leader’s engaging behaviors and team climate.
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来源期刊
CiteScore
3.40
自引率
29.40%
发文量
28
期刊介绍: This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.
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