Intervention for supervisors, based on social skills and leadership, in order to improve organizational climate perception and organizational performance outcomes

Social skills training with a tabletop role-playing game, before and during the pandemic of 2020: in-person and online group sessions

Background

The area of social skills is broad, in theory and in practice. For social skills training, various clinical practices have been applied in group sessions, as have motivational resources such as role-playing games (RPGs). In recent years, the need arose to assess the clinical impact of the pandemic. The objective of this study was to determine the impact that the pandemic has had on in-person and online social skills training.

Methods

We evaluated six subjects with autism spectrum disorder, with or without another, similar disorder, each of whom attended a total of 12 two-hour RPG sessions over a 12-month period. The original (Portuguese-language) version of the Social Skills Inventory for Adolescents was applied at three different time points (pre-, mid-, and post-intervention).

Results

After six in-person tabletop RPG sessions, there was an increase in the mean frequency scores and a decrease in the mean difficulty scores. However, during the pandemic, the remaining six sessions were conducted online and the effect was the opposite.

Conclusion

Our data indicate that there is a need for further studies assessing social skills training in online contexts.

Characteristics of transformational leadership development programs: A scoping review

The effectiveness of transformational leadership (TFL) on various outcomes is well known. Accordingly, researchers have developed training programs to enhance TFL behaviours of leaders. Yet, no reviews summarizing the characteristics of TFL training programs exist. The purpose of this review was to examine the characteristics, reporting, and application of TFL-informed programs. A search of six databases yielded 4032 articles, 31 of which met the inclusion criteria. Program characteristics were analyzed using the Template for Intervention Description and Replication (TIDieR) checklist tool, while outcomes were analyzed according to the Kirkpatrick model of evaluation. The most common context for TFL program implementation was healthcare (n = 9). Programs were tailored and often delivered using group workshops and individual feedback. Studies reported variation in the dose of programs, rarely evaluated outcomes multiple times post-baseline, and typically employed Level 3a (subjective ratings of behaviour) evaluation measures. Reporting on program location, modifications, and fidelity was poor. Varying conceptualizations of TFL in different contexts lead to disparities in programs and protocols. Evaluation specialists should consider using tools like the TIDiER checklist to ensure that program characteristics are reported appropriately. Program planners should develop common approaches for planning and evaluating TFL programs to improve transparency and replicability of programs.

From research to action and back again: The long journey of organizational climate – A review of the literature and a summative framework

Within management studies and practice, the construct of organizational climate has long been studied, its theoretical value, support to human resource management and organizational development. Despite the sustained interest in this construct, theoretical and terminological inconsistencies have hindered the development of a shared framework. For the vested interest of companies and their persistent use for change management, a summative framework is essential. This study is a systematic review of the major frameworks that are available in the field, and it attempts to surface and summarize the major components of organizational climate. Thirteen compelling dimensions consistently emerged at the foundation of the construct, and these dimensions are Communication, Supervision/Leadership, Team Cohesion, Autonomy/self-governance, Psycho-Physical Environment, Reward Systems/Structures, Innovation, Decision-making, Job Description, Role Meaning and Goals, Coherence between Strategy and Operational Implementation/Fairness, Integration and Dynamism and Freedom of Expression. For each dimension, an operational definition is provided. Therefore, a comprehensive map of the construct is provided for the benefit of academics and practitioners to have a common language and for the development of analytics to be validated across and beyond hierarchy, sector and regional boundaries and an instrument of benchmark.

Emotional Intelligence, Intelligence and Social Skills in Different Areas of Work and Leadership

Abstract The organizational environment has an ever-increasing need for psychological constructs such as Emotional Intelligence (EI), Social Skills (SS) and Intelligence (G), despite the lack of empirical scientific research on those variables with regard to the working environment, specially EI and SS. Thus, the goal of the present study was to measure such variables presented by professionals in different areas and leadership roles in the organizational context. There were 120 participants, from four major areas in the organization, both leaders and non-leaders. The main results showed no significant difference in EI between the different areas, lower EI scores for leaders when compared to those being led and no difference in G and in SS general score between leaders and non-leaders. This contributes to reflections on the conduction of current selection processes and promotion criteria in organizations.

Perceptions of Customer Incivility, Job Satisfaction, Supervisor Support, and Participative Climate: A Multi-Level Approach

Perceived customer incivility can be a significant day-to-day demand that affects frontline service employees’ job satisfaction. The current research focuses on job resources on multiple levels that serve as buffers in the face of this demand. We tested a multi-level model in which supervisor support (at the employee level) and participative climate (at the work-unit level) moderate the negative relationship between perceived customer incivility and job satisfaction. We used multi-level analysis with self-reported cross-sectional data collected from 934 employees nested in 107 work units of a large clothing shop chain in Belgium. The results showed that both supervisor support and participative climate moderate the negative relationship between perceived customer incivility and job satisfaction. The theoretical contribution of this study resides in an extension of the JD-R theory to simultaneously conceptualize resources on multiple levels. In the meantime, we focus on practical, hands-on resources that organizations can implement to protect service employees from the adverse effects of perceived customer incivility.

Interventions for Organizational Climate and Culture in Academia: A Scoping Review

Organizational climate and culture may influence different work-related outcomes, including responsible conduct of research and research misconduct in academic or research organizations. In this scoping review we collected evidence on outcomes of interventions to change organizational climate or culture in academic or research settings. Out of 32,093 documents retrieved by the search, we analysed 207 documents in full text, out of which 7 met the eligibility criteria and were included in the final analysis. The included studies measured organizational climate (2 studies), organizational culture (4 studies), or both (1 study) at biomedical faculties (4 studies) or non-academic university departments (3 studies). Four studies had post-test, and three before-and-after study designs. The majority of interventions were face-to-face activities (meetings, different teambuilding activities), and two were based on organizational change. Six studies reported positive changes in organizational climate/culture after the intervention. These positive changes were measured as improvements in score on different questionnaire survey or were described through authors' or external evaluator's narrative reports. However, the methodological quality of the studies was low, both for qualitative and quantitative study designs. Replicable studies, using rigorous methods and clearly defined outcomes are urgently needed if organizations want to achieve a real change in organizational climate or culture for responsible research. The protocol for this scoping review was registered at https://osf.io/7zjqb .

Perception of Organizational Ethical Climate by University Staff and Students in Medicine and Humanities: A Cross Sectional Study

We assessed students' and employees' perception of ethical climate at a university school of medicine compared to that of social sciences and humanities, as well as temporal changes in the employees' perception of ethical climate. We also explored potential predictors of ethical climate, including moral foundations. This cross-sectional questionnaire study was conducted at the University of Split School of Medicine and the Faculty of Humanities and Social Sciences, in Croatia, from April to September 2019. We used 36-item Ethical Climate Questionnaire and 22-item Moral Foundation Questionnaire to survey employees, senior and doctoral students. We collected responses using ballot boxes as well as online survey. We collected 449 complete responses (response rate 36.8%). The dominant ethical climates at two schools were "Company rules and procedures" and "Laws and professional codes". We compared our results with a study conducted in 2012 and found that the perception of ethical climate had not changed dramatically in last 8 years. Ethical climate, or shared social and work-related behaviours, does not seem to change in these institutions even when students and staff are included with faculty in surveys. We provide further discussion of why this seems to be the case.

Effectiveness of training, based on positive psychology and social skills, applied to supervisors, to face resistance to organizational change

Purpose

The purpose of this paper is to analyze the effectiveness of training, applied to supervisors, to face the effects of resistance to organizational change on work motivation and organizational climate of their direct employees.

Design/methodology/approach

A quasi-experimental design with a control group was used. The training program was applied in a public organization, which was going through a process of organizational change. The human resources unit formed two groups according to the needs of the organization. A group of seven supervisors received training (experimental group), and another group of eight supervisors received no training (control group). The effectiveness of the training was measured in the subalterns of the supervisors who formed both groups. The training was based on positive psychology and social skills and covered a period of one month and three weeks. The outcomes variables were: work motivation and organizational climate.

Findings

There was a statistically significant increase, from the pretest to the posttest, in the dependent variables registered in the experimental group, compared to the control group. The size of the change (effect size) was moderate magnitude to high.

Originality/value

This research shows an effective training system, applied in supervisors, to improve the work motivation and the organizational climate of the subordinates in processes of organizational change that generate resistance to change in them.