Multiple team membership and job performance: The role of employees’ information‐sharing networks

Exploring the linkage between workplace precaution measures, covid-19 fear and job performance: The moderating effect of academic competence

The coronavirus disease 2019 (Covid-19) has created emerging mental health challenges around the world. Like other countries, Pakistan is also confronted with covid-19 calamities. The aim of the study is to examine the impacts of workplace measures (WM) on the job performance (JP) and covid-19 fears (CF) along with the moderating role of academic competence (AC) based on the organizational support theory (OST) and job demand and resources (JDR) theory. A quantitative approach was applied to collect data from 333 banking employees in Gujranwala (Pakistan), and the hypothesis were tested via structural equation modeling using SPSS and AMOS. The study findings indicate that workplace measures significantly affect covid-19 fears except for individual preventive measures (IPM). Similarly, workplace measures significantly impact on job performance apart from information about the pandemic (IAP). Moreover, academic competence insignificantly moderates between workplace measures and covid-19 fears, but a significant moderation is found between information about pandemic (IAP) and covid-19 fears. Meanwhile, academic competence significantly moderates between workplace measures and job performance instead of a relationship between information about pandemic and job performance. However, this study was limited only to the banking sector of Pakistan. So, it will open the doors for future researchers to investigate other cultural contexts and sectors. This research gives a holistic understanding of workplace measures and contributes to the body of knowledge by enlightening the moderating role of academic competence in the banking sector of Pakistan. These useful insights would enable practitioners and policy makers to develop more efficient strategies and workplace measures to enhance job performance and reduce the fears of covid-19 among employees.

The fish can rot from the heart, not just the head: Exploring the detrimental impact of transgressions by leaders at multiple levels of an organization

In this registered report, we examined the effect of transgressions committed by leaders working at different group levels within an organization on employee outcomes. Based on social identity theorizing, we argued that organizational leader transgressions would affect organizational members' experiences only at the organizational level, but that workgroup leader transgressions would impact organizational members' experiences at both workgroup and organizational levels. To test these ideas, we developed a 2 (leader group affiliation: workgroup vs. organizational) × 2 (leader behaviour: normative vs. transgressive) between-subjects experimental paradigm. As hypothesized, both workgroup and organizational leader transgressions resulted in decreased organizational identification and perceived organizational leader effectiveness. Contrary to our prediction, transgressions of both workgroup and organizational leaders were similarly detrimental to workers' workgroup identification. However, as predicted, a transgressive workgroup leader had a greater negative impact on perceived workgroup leader effectiveness than a transgressive organizational leader. When outliers were excluded, a workgroup leader's transgression was found to be more detrimental to work performance than an organizational leader's transgression. Overall, this study demonstrates that the transgressions of lower-level workgroup leaders can be as detrimental - and in some cases more detrimental - to workers than the transgressions of higher-level organizational leaders.

Multiple teams, multiple projects, multiple groups at the intersection of (multiple) research fields: A bibliometric study

Multi-teaming is a concept studied across a variety of disciplines. While using a bibliometric approach on 255 research papers extracted from Web of Science, we aimed to depict the architecture of the multi-teaming concept across academic disciplines and time. Results of citation, co-citation and bibliographic coupling analyses identified four major fields looking at the concept of multi-teaming. The fields emerged over time from fragmentation to integration and acknowledging similarities. We identify gaps and propose (multi)-disciplinary research ideas that can benefit the field of multi-teaming.

Team-Member Role Characteristics as Predictors of Response Behavior on Team-Related Surveys

Although substantive research examining work teams continues to grow, methodological research examining the collection of team survey data lags behind substantive progress. To address this research gap, we test how individual and team characteristics affect one’s likelihood of completing a team survey. Using multilevel ordinal logistic regression analysis of human resources information systems data and survey responses from 3,403 clinical staff within 900 multidisciplinary healthcare teams, we found that time dedicated to the team, leadership status, and team size relate to response behavior, with differential effects for men and women. We discuss implications for team research in real-world organizational contexts.

Benevolent Leadership and Team Creative Performance: Creative Self-Efficacy and Openness to Experience

We examine the association between benevolent leadership and team creative performance in scientific research teams. Moreover, the mediating effects of creative self-efficacy and the moderating effects of openness to experience on the relationship were also analyzed. The study sample comprised 251 postgraduates from 58 scientific research teams in Chinese universities. Results revealed that benevolent leadership was positively related to team creative performance, and creative self-efficacy partially mediated this positive relationship. When team personality composition had a high average team level of or a low level of variance on openness to experience, the relationship between creative self-efficacy and team creative performance was stronger. The same situation also occurred as an indirect effect of benevolent leadership on team creative performance through creative self-efficacy. This study suggests that while people may pay focus on benevolent leadership and creative self-efficacy, team personality composition should also be considered in scientific research team practices.