Noori Kaabomeir; Montaha Mosavi; Nasrin Arshadi
Abstract
Extended abstract
1- INTRODUCTION
In today's world, when doing work requires multiple skills, judgments, and experiences, the use of teams and workgroups has become increasingly common to achieve performance beyond the individuals’ performance. Many executive managers believe that hiring teams ...
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Extended abstract
1- INTRODUCTION
In today's world, when doing work requires multiple skills, judgments, and experiences, the use of teams and workgroups has become increasingly common to achieve performance beyond the individuals’ performance. Many executive managers believe that hiring teams and workgroups allows them to achieve higher levels of performance by producing better products or providing better services at lower levels of cost and time. Therefore, collective work has become more important day by day and organizations have become more interested in creating teams and workgroups.
2- THEORETICAL FRAMEWORK
Job-adequate skills: Teamwork is one of the most important facilitators in achieving positive and cost-effective results in the field of current organizations. A team is a group of people with different and complementary abilities and skills who strive to achieve a common goal.
Role ambiguity: Role ambiguity is an aspect of job stressors that refers to a person's level of uncertainty about what his or her job functions and responsibilities are.
Participative leadership: Participative leadership occurs when, instead of being assigned by a single leader, leadership plans, responsibilities, or actions are shared or distributed among group members.
Team trust: Team trust is a 4-dimensional concept: 1) propensity to trust, 2) perceived trustworthiness, 3) cooperative behaviors, 4) monitoring behaviors.
Team cohesion: Team cohesion is a dynamic process in which members tend to maintain intimacy, loyalty to each other, and integrity in pursuing team goals.
3- METHODOLOGY
The research design was correlation and its strategy was structural equation modeling. The statistical population of the study included all employees of the South East Khuzestan Water Exploitation, Production, and Transmission Company in 2017, whose total number was nearly 600 people. 350 people were selected as a sample by simple random sampling method, of which 321 questionnaires were well-qualified and determined the final sample size.
4- RESULTS & DISCUSSION
The results showed that the final model goodly fitted the data. The results also showed that job-adequate skills and participative leadership had positive effects and role ambiguity had a negative effect on team trust. Job-adequate skills and team trust also had a positive and significant direct effect on team cohesion. In addition, the results showed that job-adequate skills, role ambiguity, and participative leadership affected team cohesion through the mediating role of team trust.
5- CONCLUSIONS & SUGGESTIONS
According to the research results, managers of organizations are advised to pay attention to concepts such as role ambiguity, skills of team members, type of team leadership, and trust between team members when forming teams and working groups.
Noori Kaabomeir; Abdulzahra Naami; Esmaeil Hashemi Sheikh Shabani
Abstract
1- INTRODUCTION
Today, human resources, as one of the most valuable organizational assets, are considered the most important competitive advantage and the rarest resource in knowledge-based economy. To create innovative and novel ideas and to respond effectively to changes that occur in the workplace, ...
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1- INTRODUCTION
Today, human resources, as one of the most valuable organizational assets, are considered the most important competitive advantage and the rarest resource in knowledge-based economy. To create innovative and novel ideas and to respond effectively to changes that occur in the workplace, human resource may be the most important intangible asset that is used to empower employees. In the present era, empowerment is known as an instrument by which managers will be able to fully manage today's organizations.
2- THEORETICAL FRAMEWORK
Transformational Leadership
Transformational Leadership changes thoughts and attitudes of followers and motivates them to higher levels of effort and performance. These leaders are directed toward a shared vision and encourage their followers to have further efforts to implement it.
Authentic Leadership
Authentic leadership is a behavioral pattern of leadership and the result of good personality traits. It develops good business relationships and transactions with employees, positive psychological potency, and ethical climate in the organization which leads to the development of self-awareness, internalized moral views, balanced processing of information, and transparency in relations with the employees. It also entails improving the process of self-actualization in employees.
Team Psychological Capital
Collective psychological capital has been defined as the team’s shared positive appraisal of their circumstances and probability for success under those circumstances based on their combined motivated effort and perseverance. It contains four components of team efficacy, team optimism, team hope, and team resilience.
Team Empowerment
Team empowerment is defined as increased task motivation that is due to team members’ collective, positive assessments of their organizational tasks. Teams experience empowerment contains four components of competence, meaning, autonomy, and influence.
3- METHODOLOGY
The study population included all employees of power distribution companies of Ahvaz in 2016. 226 individuals were selected to form the sample of the study. To colect data, Transformational Leadership, Authentic Leadership, Team Psychological Capital, and Team Empowerment questionnaires were used.
4- RESULTS and DISCUSSION
Based on the findings of fit indices, the final model has a good fitness. The results of the test of direct assumptions showed that transformational leadership and authentic leadership had direct positive effect on team empowerment and team-based psychological capital. In addition, the mediating role of team-based psychological capital in the relationship between transformational leadership and authentic leadership, and team empowerment was confirmed.
5- CONCLUSIONS and SUGGESTIONS
Based on the results of this research, one practical and important suggestion for managers and organizations is that for empowering individuals and having empowered teamworks, organizations can consider two things; having programs to provide leaders with features and capabilities of transformational and authentic leadership, using psychological capital, and developing interventions in the team level.