Resilience in Virtual Teams: Developing the Capacity to Bounce Back

Predicting the Persistence of Insomnia Symptoms during the COVID-19 Pandemic

OBJECTIVE

The goal of this study is to evaluate the factors associated with vulnerability and course of insomnia longitudinally in the COVID-19 pandemic and examine differences between: (a) those who never demonstrated clinical insomnia symptoms, (b) those who demonstrated clinically elevated insomnia symptoms at 1 or 2 time points, and (c) those who demonstrated clinically elevated insomnia symptoms at all 3 time points.

METHODS

Participants (≥18 years old) completed measures of insomnia (ISI), depression (PHQ-8), anxiety (GAD-7), and pre-sleep arousal (PSAS) at 3 time points (baseline, 1 month, and 3 months). Data were analyzed using univariable odds ratios and multivariable multicategory logistic regression to determine demographic, psychological, and behavioral predictors of insomnia persistence.

RESULTS

A total of 129 participants completed all 3 assessments (70 female, age M = 44 years, SD = 16). We found that 40% (N = 51) never had insomnia symptoms, 33% (N = 42) reported transient insomnia symptoms (1 or 2 time points), and 28% (N = 36) reported persistent insomnia symptoms (all 3 time points). From the multivariable multicategory logistic analyses, pre-sleep arousal, gender, and income were significant predictors of insomnia persistence.

CONCLUSIONS

Findings indicate elevated insomnia symptoms were persistent in a substantial number of individuals throughout the pandemic. Results suggest additional insomnia and psychological interventions are needed to improve sleep and mental health.

[Working in a team and mental health]

Humans have always naturally lived in groups, which has a significant impact on the well-being and mental stability of the individual. Various physiological processes are coregulated via the closeness of other persons. About one third of our adulthood is spent at work where social relationships often play an important role, because we are typically working with other individuals in groups or a team. In these situations, mutual support and successful cooperation can develop, which promotes the mental and physical health of the employees of a company ("social capital"). From various perspectives it becomes obvious that the quality of relationships at the workplace is a key factor for the satisfaction and health of individual employees as well as for the cohesion, resilience and performance of the entire team. This is confirmed by empirical findings that still need to be expanded, especially with respect to the neurobiological associations of the cooperation in teams and individual health.

Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context

Purpose

This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.

Design/methodology/approach

The study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.

Findings

The authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.

Originality/value

This paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.

Dark side of leadership and information technology project success: the role of mindfulness

Purpose

The success of projects is a major challenge for information technology (IT) project-based businesses (PBOs). Employees' negative emotions (NE) disrupt the employees' usual work activities by creating obstacles to routine operations. Organizations should take steps to lessen these NE. The current study assessed the mediating role of NE and the moderating influence of employee mindfulness in the association between despotic leadership (DL) and IT project success (PS).

Design/methodology/approach

Time-lagged data were collected from 341 employees working in various IT-based project organizations in Pakistan using purposive sampling.

Findings

Results were consistent with the authors' hypothesized framework, as DL increases employees' NE, which in turn negatively affects IT PS. In addition, mindfulness plays a buffering role in mitigating the damaging impact of DL on NE.

Originality/value

Previous researchers focused on the positive aspects of leadership and its influence on PS and paid limited attention to the dark leadership style. The authors' study's findings help understand how project-based organizations can reduce employees' NE.

COVID-19 and individual performance in global virtual teams: The role of self-regulation and individual cultural value orientations

Since the onset of the COVID-19 pandemic, global virtual teams (GVTs) have become increasingly important. Drawing on conservation of resources theory and self-regulation theory, we examined the mechanism and process underlying individuals' performance in GVTs in this specific situation. We posit that the local severity of the pandemic has a negative effect on individuals' performance in GVTs and that self-regulation functions as a coping mechanism in times of pandemic-related ambient stress, reducing its negative effect on performance. We suggest that three cultural value orientations, that is, uncertainty avoidance, collectivism, and long-term orientation, explain different levels of self-regulation, which in turn moderates the relationship between the local severity of the pandemic and individual performance in GVTs. Based on a sample of 2727 individuals from 31 countries participating in an international business consulting project during the early stage of the unfolding pandemic, we show that (a) the local severity of the pandemic had a negative effect on individuals' performance, (b) the negative effect of the pandemic on performance is weaker for individuals with high self-regulation, and (c) uncertainty avoidance and long-term orientation are positively associated with self-regulation, which mediates the moderating relationship between the cultural value orientations and the relationship between the COVID-19 pandemic and individual performance in GVTs.

A step-by-step guide for mentors to facilitate team building and communication in virtual teams

As collaborative work in medical education has increasingly moved online, team mentors have had to adapt their practices into the virtual environment. Fostering connection, communication and productivity on virtual teams requires specific skills and deliberate practice that differ from in-person teamwork. Drawing from best practices in business, education and medicine and also from our own experience as a virtual team, we present a guide for mentors to create and sustain successful virtual teams. Grounded in Tuckman's Five Stage Model of Team Development, we offer specific strategies for virtual team mentors to promote team cohesion, mitigate conflict, maintain productivity and leverage the benefits of the virtual environment.

Standing strong amid a pandemic: How a global online team project stands up to the public health crisis

The annual instructional virtual team Project X brings together professors and students from across the globe to engage in client projects. The 2020 project was challenged by the global disruption of the COVID-19 pandemic. This paper draws on a quantitative dataset from a post-project survey among 500 participating students and a qualitative narrative inquiry of personal experiences of the faculty members. The findings reveal how innovative use of a variety of collaboration and communication technologies helped students and their professors in building emotional connection and compassion to support each other in the midst of the crisis, and to accomplish the project despite connectivity disruptions. The results suggest that the role of an instructor changed to a coach and mentor, and technology was used to create a greater sense of inclusion and co-presence in student-faculty interactions. Ultimately, the paper highlights the role of technology to help the participants navigate sudden crisis affecting a global online instructional team project. The adaptive instructional teaching strategies and technologies depicted in this study offer transformative potential for future developments in higher education.

Do digital competencies and social support boost work engagement during the COVID-19 pandemic?

In today's world of work, the need for digital communication and collaboration competencies became even more prevalent during the ongoing COVID-19 pandemic. Yet, research and practice are lacking solid measurement instruments assessing digital communication and collaboration competencies of workers so far. Furthermore, it is yet unknown if digital communication and collaboration competencies and other so far known resources indeed act as drivers of work engagement during the pandemic. Based on the Job Demands-Resources (JD-R) model and the conservation of resources theory, we hypothesized that personal (digital communication and collaboration competencies) and job (social support) resources positively influence each other over time, also boosting work engagement. In a cross-lagged study design during the pandemic, we investigated our hypotheses in a sample of German workers (N = 231). Against our expectations, we did not find support for effects from personal or job resources on work engagement over time or effects of the resources influencing each other. Instead, we found high stabilities of digital communication and collaboration competencies and work engagement. Our results provide important insights into the motivational process of individuals working during a pandemic. The theoretical and practical implications for the JD-R model in times of crisis are discussed.

"Who Champions or Mentors Others"? The Role of Personal Resources in the Perceived Organizational Politics and Job Attitudes Relationship

Drawing insight from affective events theory, this study presents a new dimension of perceived organizational politics and job attitudes. The motivation for this study was based on the fact that perceived organizational politics affect job attitudes and that personal resources (political skill and work ethic) moderate the direct relationship between perceived organizational politics and job attitudes in the context of the higher-education sector. In this regard, the data was collected through purposive sampling from 310 faculty members from higher-education institutions in Pakistan. To test the relationships among the variables, we employed structural equation modeling via the AMOS software version 24.0. The results indicated that perceived organizational politics were significantly negatively related to job satisfaction. Moreover, perceived organizational politics were non-significantly related to job involvement. Political skill and work ethic weakened the relationship between perceived organizational politics and job satisfaction. We anticipated that these personal resources could mitigate the negative effect of perceived organizational politics and job attitudes. This study also suggests organizations to train their employees to develop essential personal skills.

Boundarylessness and sleep quality among virtual team members - a pilot study from Germany

Background

In the course of globalisation and digitalisation, new ways of work are becoming increasingly prevalent. To remain competitive as an organisation, cooperation across time, place, and organisational boundaries is becoming necessary. Virtual teamwork offers these advantages, but can also be both, an opportunity and a burden, for employees. This pilot study aims to gain first insights into job demands and resources in virtual teamwork to provide a basis for further research from which appropriate health promotion and prevention measures can be derived.

Methods

In this pilot study, an online questionnaire was used to examine the relationship between boundarylessness as a job demand, psychological detachment as a personal resource, as well as perceived stress and sleep quality as health outcomes among 46 virtual team members from Germany. Data collection lasted from October 2019 to January 2020. Validated scales were used for the questionnaire, except for virtuality. Due to insufficient operationalisation to date, a virtuality scale was developed based on the current state of research. The data were analysed with ordinal logistic regression analyses and median split t-tests.

Results

The results indicate that perceived stress impaired sleep quality of virtual team members in this sample. In contrast, successful psychological detachment from work was positively related to sleep quality. A higher degree of virtuality coincided with higher levels of boundarylessness. Virtual team members with leadership responsibility showed higher levels of psychological detachment.

Conclusion

The present pilot study breaks ground and provides initial insights into the relationship between virtual teamwork and employee health in the German context. Further research, particularly on job demands in virtual teamwork, is needed to derive concrete health promotion and prevention measures.