The positive role of authentic leadership in organizations negatively affected by cognitive diversity

Workplace diversity has recently gained increasing significance and urgency in business organizations. This promotion may stem from information processing, and specifically from information elaboration. Information elaboration leverages diverse task-related information and skills possessed by members, fostering the exchange of diverse perspectives, elaborate discussions, and achieving high team performance. In this context, cognitive diversity, encompassing members' knowledge, skills, and perspectives, may have a positive impact. However, some previous studies suggest that cognitive diversity can lead to affective conflict and impede information processing. In organizations with highly homogeneous social and cultural backgrounds, cognitive diversity may not be effectively utilized in the information elaboration process, potentially yielding negative effects. Authentic leadership is recognized as a significant contributor to facilitating team processes including information processing, with various studies demonstrating its effectiveness. This study hypothesized that cognitive diversity negatively affects the information elaboration process, while authentic leadership has a positive effect. To test these hypotheses, we employed multilevel structural equation modeling analysis based on data collected from 375 respondents in 90 teams across various industries in Japan. The results showed that cognitive diversity negatively affects information elaboration at the individual level. By contrast, authentic leadership positively affects information elaboration at both individual and team levels. These findings suggest that the effect of cognitive diversity on information processing in the workplace may not always be positive, particularly in a sociocultural context that values homogeneity, as observed in Japanese organizations. This study advances the literature on authentic leadership by validating its effect on information elaboration and provides practical implications for diversity management. Additionally, it underscores the effectiveness of authentic leadership in leveraging team members' cognitive diversity to facilitate information elaboration.

The Effect of Empathy on Team Members' Moqi in Virtual Teams: A Moderated Mediation Model

Purpose

Moqi can help team members facilitate communication without all interlocutors present, so the researchers speculate it can be an efficient communication tool for virtual teams to compensate for its lack of synchronous communication and in-person contact. However, the only study on the predictors of team members' moqi believed that shared understandings could only arise from team tasks. Based on social exchange theory, the current study emphasizes the social and emotional benefits exchanged among team members and explores moqi-making among virtual team members through a lens of relationship-building.

Methods

With a two-wave time-lagged survey design, a total of 381 team members from 86 virtual teams in China participated in the study. Hierarchical regression analysis was performed to test the hypotheses.

Results

Results confirmed that virtual team members' empathy is conducive to their experiences of high-quality interpersonal relationships (HQIR) and moqi. Relationship closeness positively moderates the link between empathy and experiences of HQIR and the mediating effect.

Conclusion

This study helps unveil the significance of compassionate communication and life-giving connections in cultivating virtual team members' moqi and offers meaningful insights for facilitating virtual collaborations.

Cultural diversity in semi-virtual teams: A multicultural esports team study

How does cultural diversity influence the performance of semi-virtual teams? We use the prism of esports and insights from virtual identity research and social categorization theory to determine the effect on semi-virtual teams in which member interaction is not necessarily mediated or constrained by physical world sociocultural norms. The common ground that has developed in esports results in a superordinate, culture-free gamer identity that transcends the virtual and physical worlds, and thus multicultural teams can enjoy the benefits of diverse knowledge without suffering unduly from social disintegration when gamer identity is salient - a reality challenged less in the virtual world than in the physical one. We conduct an empirical study using data from 4035 League of Legends games played by 102 multicultural teams from 2017 to 2020. Our results show that cultural diversity improves the quality of team strategy when gamer identity becomes more salient, and that that may come about when players are intensely exposed to the game world, when they play with many different virtual characters, and when they play at home court.

Remote work and the COVID-19 pandemic: An artificial intelligence-based topic modeling and a future agenda

As remote work has become more common than ever throughout the COVID-19 pandemic, it has drawn special attention from scholars. However, the outcome has been significantly sporadic and fragmented. In our systematic review, we use artificial intelligence-based machine learning tools to examine the relevant extant literature in terms of its dominant topics, diversity, and dynamics. Our results identify-eight research themes: (1) Effect on employees at a personal level, (2) Effect on employees' careers, (3) Family life and gender roles, (4) Health, well-being, and safety, (5) Labor market dynamics, (6) Economic implications, (7) Remote work management, (8) Organizational remote work strategies. With further content analysis, we structure the sporadic research into three overarching categories. Finally, for each category, we offer a detailed agenda for further research.

A Pilot Study of Heart Rate Variability Synchrony as a Marker of Intraoperative Surgical Teamwork and Its Correlation to the Length of Procedure

Objective: Quality of intraoperative teamwork may have a direct impact on patient outcomes. Heart rate variability (HRV) synchrony may be useful for objective assessment of team cohesion and good teamwork. The primary aim of this study was to investigate the feasibility of using HRV synchrony in surgical teams. Secondary aims were to investigate the association of HRV synchrony with length of procedure (LOP), complications, number of intraoperative glitches and length of stay (LOS). We also investigated the correlation between HRV synchrony and team familiarity, pre- and intraoperative stress levels (STAI questionnaire), NOTECHS score and experience of team members. Methods: Ear, nose and throat (ENT) and vascular surgeons (consultant and registrar team members) were recruited into the study. Baseline demographics including level of team members’ experience were gathered before each procedure. For each procedure, continuous electrocardiogram (ECG) recording was performed and questionnaires regarding pre- and intraoperative stress levels and non-technical skills (NOTECHS) scores were collected for each team member. An independent observer documented the time of each intraoperative glitch. Statistical analysis was conducted using stepwise multiple linear regression. Results: Four HRV synchrony metrics which may be markers of efficient surgical collaboration were identified from the data: 1. number of HRV synchronies per hour of procedure, 2. number of HRV synchrony trends per hour of procedure, 3. length of HRV synchrony trends per hour of procedure, 4. area under the HRV synchrony trend curve per hour of procedure. LOP was inversely correlated with number of HRV synchrony trends per hour of procedure (p < 0.0001), area under HRV synchrony trend curve per hour of procedure (p = 0.001), length of HRV synchrony trends per hour of procedure (p = 0.002) and number of HRV synchronies per hour of procedure (p < 0.0001). LOP was positively correlated with: FS (p = 0.043; R = 0.358) and intraoperative STAI score of the whole team (p = 0.007; R = 0.493). Conclusions: HRV synchrony metrics within operating teams may be used as an objective marker to quantify surgical teamwork. We have shown that LOP is shorter when the intraoperative surgical teams’ HRV is more synchronised.

When Groups of Different Sizes Collide: Effects of Targeted Verbal Aggression on Intragroup Functioning

When competing for scarce resources, groups can behave aggressively toward one another. Realistic conflict theory suggests that intergroup hostility internally ties groups together, thus improving intragroup functioning. In contrast, conflict spillover theory suggests that aggressive behaviors between groups can permeate to the intragroup level and thus worsen intragroup functioning. We reconcile these two opposite perspectives by introducing the relative group size as a moderator that determines when and how targeted verbal aggression from one group harms or improves intragroup functioning in the targeted group. We tested our hypotheses using a sample of in-situ observations of transcribed plenary discussions in the German national parliament and compared intergroup targeted verbal aggression by distinguishing targeted verbal aggression from two social groups (i.e., a new populist smaller party vs. a larger group of veteran parliament members). We measured targeted verbal aggression as a form of hostile intergroup behavior from each social group using computerized text analyses. We analyzed intragroup functioning using a measure of verbal mimicry. Our results show support for our hypotheses. We discuss theoretical and practical implications for the verbal aggression and intergroup relations literature.

The influence of team cultural value orientations on norms of conduct in hybrid teams: Implications for team cohesion and performance

We advance team composition research by adopting a team-norms perspective to examine the effects of team members’ cultural value orientations—collectivism and uncertainty avoidance orientation—on team functioning and performance in hybrid teams (i.e., teams combining face-to-face and mediated communication). Using data collected at three points in time from a sample of self-managing project teams, results support our proposed theoretical model. Team members’ mean level of collectivism and uncertainty avoidance both positively relate to norms of conduct in a team. In addition, team norms indirectly influence team performance through cohesion when team virtuality and team task knowledge are both high, with team virtuality moderating the team norms–cohesion relationship, and team task knowledge moderating the team cohesion–performance relationship. Our findings suggest that characteristics of contemporary teams—team cultural value orientation and team virtuality—have important implications for how norms for acceptable conduct develop and their consequences for team performance.

Team Performance: Nature and Antecedents of Nonnormal Distributions

Team research typically assumes that team performance is normally distributed: teams cluster around average performance, performance variability is not substantial, and few teams inhabit the upper range of the distribution. Ironically, although most team research and methodological practices rely on the normality assumption, many theories actually imply nonnormality (e.g., performance spirals, team composition, team learning, punctuated equilibrium). Accordingly, we investigated the nature and antecedents of team performance distributions by relying on 274 performance distributions including 200,825 teams (e.g., sports, politics, firefighters, information technology, customer service) and more than 500,000 workers. First, regarding their overall nature, only 11% of the distributions were normal, star teams are much more prevalent than predicted by normality, the power law with an exponential cutoff is the most dominant distribution among nonnormal distributions (i.e., 73%), and incremental differentiation (i.e., differential performance trajectories across teams) is the best explanation for the emergence of these distributions. Second, this conclusion remained unchanged after examining theory-based boundary conditions (i.e., tournament versus nontournament contexts, performance as aggregation of individual-level performance versus performance as a team-level construct, performance assessed with versus without a hard left-tail zero, and more versus less sample homogeneity). Third, we used the team learning curve literature as a conceptual framework to test hypotheses and found that authority differentiation and lower temporal stability are associated with distributions with larger performance variability (i.e., a greater proportion of star teams). We discuss implications for existing theory, future research directions, and methodological practices (e.g., need to check for nonnormality, Bayesian analysis, outlier management).

Formation of TMT strategic consensus: the effects of collective team identification and information elaboration

Purpose

How is strategic consensus formed in top management team (TMT)? Prior literature provides inadequate evidence. A few scholars explore its antecedents from some perspectives (e.g. organizational or team structure) to address this gap but yield confusing results. This study aims to clarify the mechanism to reach TMT strategic consensus and explore both the effect of collective team identification and information elaboration.

Design/methodology/approach

Stepwise regression analysis is applied to explore the formation process of strategic consensus by using data collected from 126 TMTs of Chinese firms.

Findings

Results show that collective team identification has a positive effect on TMT strategic consensus, whereas information elaboration has a U-shaped effect. Further, the U-shaped relationship between information elaboration and TMT strategic consensus is strengthened by collective team identification.

Originality/value

This study provides a nuanced explanation of the antecedents of strategic consensus in TMT by exploring the effects of collective team identification and information elaboration. Particularly, this study proposes a U-shaped relationship between information elaboration and strategic consensus, which enriches TMT decision-making literature and consensus research. Moreover, by examining the moderating effect of collective team identification, this study articulates why TMT members fail to achieve strategic consensus even when they have sufficiently discussed the task-relevant information.

Videogame-Based Learning: A Comparison of Direct and Indirect Effects across Outcomes

Videogame research needs to identify how game features impact learning outcomes. This study explored the impact of the game feature–human interaction on training outcomes (i.e., affective states and declarative knowledge), and examined possible mechanisms (i.e., perceived value and active learning) that mediate this relationship. Participants included 385 undergraduate students: 122 trained alone and 263 trained with a team. All participants completed a computer-based training with four learning objectives (i.e., accessing the game, using the main controls, playing the game scenarios, knowing the game stations) prior to playing the game. After accounting for the indirect effects in the model, human interaction (i.e., playing with a team) had a significant direct effect on affective states, but not declarative knowledge. Learners who trained with a team reported greater positive affective states (indicated by psychological meaning, perceived enjoyment, motivation, and emotional engagement), but no difference in declarative knowledge (i.e., participants knowledge of team roles and responsibilities). Further analyses showed game-based training with a team impacted the affective states of learners through mechanisms of perceived value and active learning, while only active learning mediated the relationship between human interaction and declarative knowledge.

Videogame-Based Training: The Impact and Interaction of Videogame Characteristics on Learning Outcomes

Virtualized training provides high fidelity environments to practice skills and gain knowledge, potentially mitigating harmful consequences from real life mistakes. Current research has focused on videogames, believed to have characteristics that improve learning. There is conflicting evidence on the benefits of using videogame-based training to improve learning. This study explored the impact of two videogame characteristics (i.e., rules/goals clarity and human interaction), on mid-training scores and post-training scores (i.e., familiar task and novel task). Results from a sample of 513 undergraduates showed that both videogame characteristics significantly impacted mid-training performance but not post-training performance; clear rules/goals and completing the training alone improved mid-training performance. There was also a significant moderation between the two videogame characteristics for post-training scores on the novel task, but not the familiar task, or mid-training performance. Findings suggest videogame characteristics have an immediate but not sustained impact on learning; implications are discussed.

The Effect of Leader-Member Exchange on Voice

The new digital age introduces new challenges and opportunities for leaders to engage their followers in voice behavior. Drawing on the conservation of resources theory, the objective of this paper is to examine the mediating role of employee engagement and the moderating role of the degree of digital communication by conducting two independent studies comprised of 116 and 188 employees. Results indicated that the positive effect of LMX on voice was mediated by employee engagement. Analyzing the moderation effects of the degree of digital communication, we found that the degree of digital communication attenuated the increase in employee engagement associated with LMX. We contribute to the literature on LMX and employee engagement by showing that while voice behaviors are reduced via the increased use of digital communication in the workplace, leaders can leverage digital communications to engage employees with lower LMX.

Identifying the development stages of virtual teams – An application of social network analysis

Purpose

The purpose of this study is to explore some quantitative indicators from the social network analysis, observe the variations of these indicators over time and determine whether these indicators fit into the traditional team development stages model or theory. The primary focus is on the perspective of social interaction rather than the suitability of the indicator, i.e. the authors will not determine the optimal indicators nor compare the performance of different indicators. This study aims to propose a quantitative method to identify the development stages of virtual teams.

Design/methodology/approach

Two phases were designed in this study. The first phase was a simple study to prove the preliminary ideas and explore which quantitative indicators would be suitable for analysis. In total, 16 undergraduates were randomly assigned to two virtual teams. They were required to complete an information system (IS) project through virtual teamwork and use information and communications technologies (ICTs) to communicate with each other. After proving the preliminary ideas, the authors collected communication data of the 30 virtual teams working on IS projects in the second phase. The total duration of this process was two months.

Findings

The findings practically identified three stages, which were found to be consistent with that of the previous qualitative studies. In the initial (inclusion) stage, intensity had an upward trend. In the second (control) stage, centralization had an upward trend. In the final (affection) stage, intensity and density had upward trends and centralization had a downward trend. Both density and centralization also became smooth in this final stage. The conclusion can serve as a basis for further studies in virtual team development.

Originality/value

A successful virtual team will help industries to reduce their costs and increase performance and benefits. The findings will help industries quickly and objectively identify which stage they are at. This quantified approach will provide managers and leaders with a simple, useful way to highlight the needs for managing different aspects of team behavior at each stage of development. After establishing this approach, managers and leaders will be able to make plans to improve existing processes, set priorities, provide suitable principles and guidelines, etc., and eventually improve virtual team performance.

Sustainable Virtual Teams: Promoting Well-Being through Affect Management Training and Openness to Experience Configurations

A disruptive digitalization recently occurred that led to the fast adoption of virtual teams. However, membership diversity and team virtuality threaten members’ well-being, especially if faultlines appear (i.e., subgroups). Considering the job demands–resources model and the role of group affect in shaping members’ perceptions of well-being, we test the effectiveness of a short-term affect management training for increasing members’ eudaimonic well-being. Moreover, based on the trait activation theory and the contingent configuration approach, we draw on the personality composition literature to test how different openness to experience configurations of team level and diversity together moderate the effect of the training. Hypotheses were tested using a pre–post design in an online randomized controlled trial in an educational context in Spain, with a sample of 52 virtual teams with faultlines. Results show that affect management training increased eudaimonic well-being. Furthermore, there was a moderation effect (three-way interaction) of openness to experience configurations, so that the training was more effective in teams with high levels and low diversity in openness to experience. We discuss implications for training, well-being, and personality composition literature. This study helps organizations develop sustainable virtual teams with engaged members through affect management training and selection processes based on the openness to experience trait.

Factors Affecting Decision-Making Processes in Virtual Teams in the UAE

Organizational reliance on virtual teams (VTs) is increasing tremendously due to the significant benefits they offer, such as efficiently reaching objectives and increasing organizational performance. However, VTs face a lot of challenges that, if overlooked, will prevent them from yielding the required benefits. One of the major issues that hinders the effectiveness of VTs is the decision-making process. There is a lack of scientific research that attempts to understand the factors affecting decision making processes in VTs. Studies in this area have only been done in the United States and Europe. However, such research has not been conducted in the Middle East, where specific scientific solutions are still required to improve the performance of VTs. Therefore, this study is conducted in the Middle East, namely in the United Arab Emirates, to gain scientific knowledge on this region’s specificity. An online questionnaire (Google forms) was used to obtain the necessary data. Hypotheses were developed to test the influence of ICT (Information and communications technologies), language, information sharing, and trust on the decision-making processes, and the effect of decision making on team performance. Structural equational model (SEM) methodology was used to test our proposed model. The results showed that factors such as trust, ICT, and information sharing have a direct effect on decision-making processes, while language has no effect on decision making, and decision-making processes have a direct effect on the performance of the VTs.

There Is Light and There Is Darkness: On the Temporal Dynamics of Cohesion, Coordination, and Performance in Business Teams

This study examines teams as complex adaptive systems (tCAS) and uses latent growth curve modeling to test team cohesion as an initial condition conducive to team performance over time and the mediational effect of team coordination on this relationship. After analyzing 158 teams enrolled in a business game simulation over five consecutive weeks, we found that change in team coordination was best described by a continuous linear change model, while change in team performance was best described by a continuous nonlinear change model; and the mediation latent growth curve model revealed a negative indirect effect of team cohesion on the level of change in team performance over time, through the level of change in team coordination. This study contributes to the science of teams by combining the notions of initial conditions with co-evolving team dynamics, hence creating a more refined temporal approach to understanding team functioning.